The Leader Magazine

DEC 2017

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34 DECEMBER 2017 th E l E a DER can accept and live in the new world. This leads us to eventually replace old processes and habits with new ones such that the "new normal" becomes just that – fully integrated into our "old" frame of reference. Note, though, that in the Kübler-Ross model, there are no units on either axis. Different people, teams, firms, and enterprises take different amounts of time to process change … and expend different levels of energy (morale/ competence) dealing with change. This is a critical point! Just because you are ready to move on, others in your organization (or family) might not be. We have to remember this and help coach them along (to get their energy back up and to get them closer to the "integration" phase). To be clear, though, not everyone will integrate a new process or work stream into their lives. They might leave their position, seek other positions that are more like their "old" (unchanged) processes, etc. Further, individuals will not always have really high or really low energy levels as they move through the phases of change. Some will change visibly; others are more "poker faced" about change. Thus, understanding a person's time frame to change, and his/her internal motivations and energy levels needed to sustain change, is critical during any large- or even small-scale change program. i t's really something else But is it really change we are afraid of? Do people really fear change? The answer is NO! Imagine winning a huge lottery with a massive cash prize. This would be a huge change in your life! But would you be so afraid of the impending change that you would return the winning ticket, unclaimed, to the lottery board because you couldn't handle the change? Doubtful! Instead, what people really fear is loss … loss of information, of influence, of control, of resources, and so forth. Change usually means people have to do something different … and maybe with different people and other resources. That means breaking out of comfortable habits … which means loss of comfort, familiarity, and, in some cases, funding and control. In worst-case scenarios, change could cause individuals to act in quite risky ways – exactly what you do NOT need when you are trying to change a business process, mindset, or strategy! As we see in Figure 3, Talent Management 360, a consulting and research organization, notes that fear of loss is a powerful motivator to "stay put" and to not change, even if for the better. Individuals might also try to make things so perfect that they get "stuck" in this mindset so as to resist any change to what they believe is a perfect solution. Alternatively, change might cause people to procrastinate – likely due to the denial factor in the Kübler-Ross model. This often F E A T U R E A R T I C L E f igure 3: b arriers to s uccessful Change • Loss is a powerful "motivator" • Several barriers get in the way of successful risk-taking that could lead to positive change • Fear: Fear of rejection, failure, embarrassment or even just criticism • Perfectionism: "Perfect"is the biggest enemy of "good" • Procrastination: Think "analysis paralysis" (similar to perfectionism). • Irrationality: Irrational needs for control, certainty, approval and "playing it safe." • Co-dependence: Relying on others to take all the risks or solve your problems; "blame games." Source: TalentManagement 360

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