Resumo de Managing At The Speed Of Change

Managing at the Speed of Change

An ethical ploy does not overtly force or manipulate anyone into thinking of doing anything. It simply address issues or information that otherwise would not be seen, understood or considered relevant. It is a way of opening doors and not pushing people through them.

This is an honorable approach to influencing others for three reasons. First you do exactly what you agree to do. Second, it requires that the new perspective you are promoting represents a positive opportunity for the person. Third, it dictates respecting the person?s right not to be ready or willing to accept your point of view.

Ethical ploys are potent ways to influencing people. As long as you are able to meet other person?s needs and respect the sovereignty of their view point, the likelihood of changing their minds increases.

Organizational life applied to learning

Change creates a crisis for people when it invalidates their expectations about important issues or events. To enhance our quality of life, we much each assimilate the growing burden of change without displaying dysfunctional behavior.

Synergy

We all need to learn to relate to each other more effectively. If we are to succeed in turbulent times, we much deal with each other in a manner that fosters a value for diversity. This is best done by working together synergistically.

I did not portray synergy as the newest way to show humanistic concern for workers. Instead, I position it as an approach to managing productivity with minimum consumption of assimilation resources. The ?ploy? is in helping people see that there is an alternative to the1+1<2 or 1+1 =2 equations of human interaction. The prevalence of self destructive and static relationships in the work setting does not result from human nature. We are in these types of relationships mostly because of poor team work habits and ignorance.

Successful change management is not merely an opportunity to dramatically improve organizational performance; it a responsibility we all share for making our personal lives more effective, our countries more competitive and the world a healthier place to live in. Today, we need skilled people who can bring structure and discipline to a changing world.

The key to successful transition rests in identifying and using the dynamics of change that lie just below the surface of our awareness. This requires learning the pattern of human behavior and the resilience principles that make up the landscape of the changes we face.

Enhanced resilience must be our objective and learning its dynamics is a mechanism for reaching the goal. Resilient people are positive, focused, flexible, organized and proactive.

Humans are control oriented animals. Our need for control has driven us to dominate all other known forms. It is not the surprises that are so debilitating. The truly crushing force is being surprised that you are surprised. Ambiguity is every where. How many times this year you have failed a major disruption in your expectations that left you feeling disoriented, unsure and less able to solve problems or take advantage of opportunities ?

Organizations like individuals have a speed of change at which they operate best. This speed neglects the degree to which the organization can absorb major change. while minimizing dysfunctional behavior. If we can?t stop the lily pads from multiplying, we must learn to expand the lake?s capacity to absorb them. The lake represents human resilience and the ability to assimilate the change. We must change how we manage change. We must become more efficient at what we have always done.

A person?s individual productivity or quality of life and that of his or family life are reduced when dysfunctional behavior is present. Across every industry, senior executives are frustrated because they cannot successfully implement their decisions on time and within the budget. Managers can no longer flip a switch and pour on the changes. The ?spray annd prey ? approach is out of date and insufficient. Instead, managers must orchestrate the flow of change, guiding their actions by asking such questions as ?Where will this change have its greatest impact and what speed??

Meeting the challenges of today and in the future requires a fundamental shift in how we view ourselves, what we want to achieve and how we are going to accomplish our goals.

To prosper, remain competitive or simply survive, leaders need to respond to a greater number of profound changes in how they govern countries, structure companies, conduct business, use technology, treat employees and deal with customers. Poor execution of changes at any of these levels will yield costly implication for all of us.

You will be much more effective if you approach change as a manageable process with definite structures and outcomes that can be reliably anticipated.

Committing to change

The preparation phase of change has two stages ? contact and awareness. Contact efforts ? whether they are in the form of meetings, speeches or memos ? do not always produce awareness.

Understanding the nature and intent of the change is the first portion of acceptance. A positive perception of the change signals progress into the acceptance phase. Negative perception indicates resistance to change. Nothing is ever black and white, so change of any significance produce both positive and negative reactions.

The capacity to face and make tough decisions that determine the situations in which you find yourself and the responsibility for what happens lies primarily with you.

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