Change for the better doesn't happen by itself!
I have recently read, with some significant interest, a BBC article with an opening sentence: “The food industry should be regulated like the tobacco industry as obesity poses a greater global health risk than cigarettes”.
But how do you get the world to change such a lifestyle of convenience and ingredients designed to get us wanting more? This is a massive ask but is no different when you break it down to our own individual needs when it comes to ‘Change Management’.
Richard Beckhard created the ‘Change Equation’ which, in simple terms says the you need to consider the following factors, (a) an attractive vision of the future, (b) dissatisfaction with the present, (c) practical steps to move forward and (d) the pain involved in changing. The equation then reads A+B+C must exceed D for change to work.
I am a Type 1 diabetic, and I despair when I get tarred with the same brush as those who acquire Type 2 diabetes through a lifestyle of eating unhealthily and lack of exercise. Unfortunately some Type 1 diabetics don’t help themselves either but I say look at Halle Berry, she’s Type 1 but made the choice to work at remaining fit and probably indulges in the naughty foods as a treat but not as a regular source of nutrition.
So, going back to change, how do we apply this ‘choice’ to the way we make changes in our life or careers?
Take each of Beckhard’s factors and prioritise in turn whether low, medium or high. Once completed, take on the role as a ‘Leader’. This is applicable whether changing something personally or for a group. From this, asses what ‘practices’ you believe a leader should consider (e.g. challenging the norm, encouraging others, being inspirational, recognising achievements etc), then prioritise these with actions against each.
Then consider who will support you in these changes and, if in business or groups, who may resist change. Make a list of the resistors, the traditional “we’ve always done it this way” brigade, the fence sitters and the go getters who are the change agents.
Consider what resistance you are likely to incur (and by who). How will you monitor and keep people, or yourself informed about the change process? And how will you monitor motivation and commitment?
Change doesn't simply happen, it has to be managed. As a senior manager, the company I worked for brought in a new computer system. We had two weeks of basic training and then left to our own devices. Guess what? The change-over failed epically because the organisation didn’t consider the aforementioned and it took 17 months for the system to bed in where it could have only taken six months if managed correctly.
This is a very simplistic over-view of what’s needed for a successful change process so please at least consider these points when making change. Should you really want a smooth transition, contact Coaching to Success, affiliated to the Growth Accelerator scheme to arrange your free consultation and see how you can help make those changes!
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