The Eight Constants of Change, First Edition
Internationally known change agents Aaron and Nelson bring simplicity and order to a complex topic: organizational change. While change is not easy, this straightforward and fun read makes learning about change a breeze.
By employing the The Eight Constants of Change process, you'll see improvement in employee morale, efficiency and your bottom line...beginning immediately.
If organizations want to make effective change, they need to recognize and deal with the eight constants, the eight undeniable truths about change. In achieving any type of change, these eight constants can't be avoided, but we can work with them, mitigate their impact and use them to our advantage.1. It Takes a Village:
Organizations change when the people within them change. Organizations are in essence, groups of people. If an organization is going to change, a critical mass of the people within that organization need to go through their own individual change process.
2. An Object at Rest Tends to Stay at Rest:
Resistance is inevitable. There are personal, structural, and physiological reasons for people to resist change. Organizations that expect and deal with resistance proactively will be able to experience the most effective changes.
3. Old Trees Have Deep Roots:
Commitment to the past hinders change in the future. The success or failure of changes in the past, the employees' perception of the current state, and the culture of the organization all help determine how deep the roots of an organization go, and how hard it will be to change.
4. Get to the Heart of It:
Connecting to the head and the heart builds commitment. People are not purely rational. They need to have a rational recognition of the need to change, as well as a deeper emotional connection to believe in what the change is all about.
5. Beware the Paparazzi:
A leader's actions speak louder than words. What leaders do and say have more influence than anything else over the success or failure of a change. People are watching leaders constantly (not just in "scripted moments") for cues about changes.
6. You Can Say That Again:
Effective communication demands quality and quantity. Effective communication is critical during any change effort. Honesty, organization, consistency, and responsiveness will all help ensure that communications are supporting the change.
7. If They Build It, They Will Come:
People support what they help create. People inherently connect with something they help build. Engaging people in the change effort early on will pay out big dividends in the long run.
8. You're Not in Kansas Anymore:
Sustaining change takes support and reinforcement. Organizations that make change stick make sure that they are hiring, training, developing, measuring, rewarding and communicating with people in ways that are consistent with the new way rather than the old way.
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