Newsletter 205 - Change Management
This is a summary of an article written by Jon Katzenbach et al in Skyways. The author argues that “noting individual behaviours can help employers create a positive company culture”
- Leaders should understand how to harness emotional energy to drive priorities from diagnosing to directing
- How do leaders encourage the organizational culture to change in a new direction?
- How do leaders get people to not only talk about change but actually get people to act in accordance?
- Culture evolution of organizations is a very slow process
- Long term change efforts includes the simple clear changes (actions) in specific behavior
- These changes should then become the new habit
- It’s like the repetitive training of an elite athlete – the more you train the better you are at doing what you do best
- “A new practice, day by day, can become habitual, rewarding and socially encouraged instead of labored sporadic and discouraging”
- Research in management and neuroscience suggests that people are more likely to act their way into a new way of thinking than to think their way into a new way of acting
- Keep on practicing good practices
- New behaviour should be repeated and internalized
- Change behavior not the mindset
- If you want to change the way people think, you don’t start or rely on rational argument…you change what they do
- Reward that goes along with positive action reinforce good behavior encouraging it to be repeated.