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Demonstrating calculated risk-taking and encouraging staff to do likewise creates a different mind-set towards change. People who are not encouraged to take risks will not. All of us have failed at least once in our lives. What do we remember longest…good experiences or bad? The bad ones discourage us about additional attempts. Overcoming our negative programming about failure is a key step towards meeting the challenge of change. Working with, or worse still, living with someone who does not want to change can be a very frustrating experience.

People go through five specific steps in overcoming resistance:

1.RESISTANCE When we fear, we resist. This can take the form of loud verbal protest or passive, non-participation. Some people resist long after the change has taken place. It sounds like this: “I can work just as well under the old system and probably do a better job.”

2.BEING UNSURE We have lots of questions and fewer answers. How will the change affect me personally? Will I be able to handle it? Who else is doing it? (There is the follower tendency) How long will it take?

It sounds like this: “Well, I guess it wouldn’t hurt to have new uniforms.”

3.ASSIMILATION We begin to implement although very slowly. Our confidence increases as we use the new system to our advantage.

It sounds like this: “I now have some control over my job, but it seems to take longer than before.”

4.TRANSFERENCE Part of us still prefers the old way and we realize we can’t go back. Therefore we must know and understand more about the new way of doing things.

It sounds like this: “How much longer will it be until we have all the new equipment we need to make it work.”

5.INTEGRATION We have accepted the change and work with it comfortably and even wonder how we ever worked with the old system. Our confidence increases daily.

It sounds like this: “I really enjoy the weekly planning meetings. Decision making is much quicker and we get better results too.”

The responsibility of the manager will be to help staff through the various stages by being both a coach and a teacher. You must first progress through the stages since staff will only go as far as you lead. If you exhibit a

reluctance to move yourself, some of your “really good people” will look for someone else to follow. Remember the power of MODELING.

Implementing organizational change can lead to some new realities:

1.Need For Better Leadership.

Getting into the 5% group and staying there will involve continual change. Leaders get results with different leadership styles.

2.More Emphasis On Teamwork.

You get results through others. Managers succeed only when their staff succeeds. How did they forget this?

3.Involvement Of The Whole Person.

People bring themselves to work. People want to be treated as individuals. The fact we label them with the same job title and pay them the same amount of money will NEVER make them the same. A substantial percentage of people’s potential is never realized or recognized in the work place because, after all, “What could a front- line person possibly contribute, etc.?” We put people in slots to maintain control not realizing that staff can always make us look bad or good. So, who really has control? Using the hidden expertise of your staff could be a big step in dealing with change.

4.More Stress.

Anytime we venture outside our comfort zone, we must deal with the unknown. What we say to ourselves about this journey and process will impact on our stress level.

5.The Need For Continuous Learning.

Change is happening so quickly that to believe we can coast is a major roadblock. Read more, listen better, invest in yourself and your staff development, ask more questions, seek out new ideas, measure results and

see change as an opportunity. Most importantly, don’t forget to HAVE FUN!

1995, Kit Grant is a keynoter and trainer in conflict management, sales and customer service. He can be reached at (403) 256-1416..

Seeing Through Change

During a consultation with an optometrist you will put your face against a machine called an auto-refractor. The doctor will flip various lens in front of each eye asking constantly, “Does this make it clearer or worse?”

The application of the metaphor comes easily. We’ll just use a Life Chart instead of an eye chart. Does your job make your ability to see what is really important, clearer or worse? Flip. Did your parents make your vision of the world clearer or worse? Flip. How about the lens of education? Flip. What contribution has your marriage made to

your vision? Flip. How about the promotion you got last year? Flip. Your own heart attack? Flip. What did going through the re-engineering project do to you? Flip.

Change is simply combination of such lenses. These change lenses are positive factors in our lives only if we can see THROUGH them to something beyond the lens itself. If the lenses are smudged and dirty we start to focus on them rather than on what they were meant to reveal to us. We start to look AT the lens rather than THROUGH it and end up in a

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