TO CHANGE

PEOPLE USE ONLY A SMALL PART OF THEIR MENTAL ABILITY FOR CHANGES IN ORGANISATIONS TO SUCCEED. WHAT WOULD HAPPEN IF WE COULD INCREASE THAT CAPACITY? IT WILL CHANGE THE WAY WE ACT. THIS ALLOWS US TO QUICKLY RESPOND TO CHANGE AND HAVE FASTER RESULTS.

Change Is The Rule

Our society is changing constantly and rapidly. Because of the knowledge we gain over the Internet, our purchasing behavior and that of businesses change. Or the way we communicate and exchange information. Also old success factors for business don’t have eternal life.

Culture Change

Because of changes, businesses and organisations have to constantly adapt the way they work, their services, their innovations and products to these new demands. In other words a lasting change that focuses on an open culture where communication is central. This means that we address each other in honoring agreements, a focused attitude and being customer focused. This way you get an innovative organisation that grows and flourishes. One you want to work at.

Prejudices About Culture Change

“Culture change takes years and is not easy.” This is what we hear in most companies we advise on implementation of changes. Then you have actually tackled the biggest problem. After all, you don’t know how much energy and intelligence people have to change at short notice.

Many people initially offer resistance if they have to change. They find it hard and think that the organisation simply can’t change. You often hear “this is who we are” or “these are the facts.” People think you can’t just change and book new and better results. In practice, many companies talk about change and new desired behavior and have meetings about these subjects. They go under their magnifying glass. But ultimately little happens. This strengthens most people in their opinion about change. Therefore there is no room for new thoughts and insights. And that’s just what’s needed.

The Old Is Good But New Is Better

We see the absence of change if people are not thinking in new ways. Organisations attempt to implement change from the old ways of thinking and behavior. This is an obstacle when a new way of thinking is necessary if you want to quickly respond to environmental change.

If changes are absence, organisations start sending behavior more, whilst other behavior is desired. But nothing is as ineffective as sending to behavior if you don’t know what thinking underlies the behavior. If you want to change quickly, you need to facilitate new ways of thinking. The key is to use old thoughts and barriers as the driving force for new ways of thinking and acting.

SHIT AND SHINE?

People move by two things: shit or shine. In other words, either there is great danger to people or they have great desires. In both cases, it’s important that people are aware of the need for change. A lot goes wrong here. For example, managers who send the wrong signal to their staff. Managers preach messages about loss, significant cuts or dismissal while simultaneously drive in a new lease car.

But often the exemplary behavior of management is contrary to the desired change. Yet it’s important that there’s a sense of urgency and that management propagates this clean and clear. Regarding the principle of Shine, it’s much more complicated to change people from their desire. The desire for an optimal work experience, customer service and meaningful work is present, but not manifestly. So you can’t appeal to that. Yet there’s not much left if people don’t feel the urgency to change (Shit) is high.

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