I think I can use "the truth must dazzle gradually, or every man be blind" this week. We are about to get our student achievement data back and sometimes this truth hurts. I appreciate this insight.
8 salient points. Perhaps the solve on point 1 is replace "Change" with "Growth"; and point 3 replace "inventives" with "rewards". Then you may end up with a pithy quote along the lines of "Change is Rewarding" :)
As a consultant, the majority of these points hit hard. Whenever we bring about change in an organisation we repeatedly see the challenges of incentives, fear, and the irrational nature of people coming up time and time again.
The only thing we've found really works is to a really deep level of stakeholder engagement. If we try to spring change on someone in a meeting, we're always always going to get a negative backlash. But if we consultant and engage with all key stakeholders first (meaningfully engage, not pretend engage), and ensure their thoughts are reflected in the outcome - the odds of success are a lot higher.
I've seen plenty of people create apocalyptical scenarios as the rationale for change - I quite like the gunpoint analogy here too.
Thank you Sir for these 8 insights for Driving Change. I like these two as most critical for change
Change only happens if it makes economic and career sense.
People follow people and not power point.
I think I can use "the truth must dazzle gradually, or every man be blind" this week. We are about to get our student achievement data back and sometimes this truth hurts. I appreciate this insight.
8 salient points. Perhaps the solve on point 1 is replace "Change" with "Growth"; and point 3 replace "inventives" with "rewards". Then you may end up with a pithy quote along the lines of "Change is Rewarding" :)
As a consultant, the majority of these points hit hard. Whenever we bring about change in an organisation we repeatedly see the challenges of incentives, fear, and the irrational nature of people coming up time and time again.
The only thing we've found really works is to a really deep level of stakeholder engagement. If we try to spring change on someone in a meeting, we're always always going to get a negative backlash. But if we consultant and engage with all key stakeholders first (meaningfully engage, not pretend engage), and ensure their thoughts are reflected in the outcome - the odds of success are a lot higher.
I've seen plenty of people create apocalyptical scenarios as the rationale for change - I quite like the gunpoint analogy here too.
Sharing as as note for the extra visibility.