Of every seven patients will die from smoking only one follows the recommendations physician and survives, the remaining die or have a life dependent on oxygen. Only in America dies about half a million people each year from diseases related to smoking, according to a recent study of Centres for Disease Control (CDC).
In his fantastic book Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization , 2009 , Robert Kegan, presents a similar example that tells us much on the resistance to change.
The central question is: If the preservation of life is not a value strong enough to change behavior, then they expect their organizations with incentive programs and promotion of values?.
several questions are arising our role as leaders in changing our companies and ideas that the management literature has planted in our minds, often lead to disappointing results. Statements like "human beings are naturally resistant to change" contribute little to the time of launching a plan for change. In other words, resistance to change is easy to identify but very difficult to beat.
Over the years we have designed various tools designed to move equipment and people to change. Outdoor experiences, "awareness workshops" group activities and many other efforts have shown results that are easily overshadowed ephemeral for the day to day, once the executives out of these interventions and return to their offices.
What then is the way to get people to change and come to achieve their aspirations and so that organizations do likewise? Robert Kegan's response I want to emphasize, is based on a whole line of research Harvard University on adult learning.
The idea that encouraging emotional development does not stop at twenty years and the contrary can be enhanced by the passage of years, led this author to develop a model of resistance to change has shown impressive success in groups of executives. The key? The reasons behind it so difficult to change our behavior in the form of "alleged" or ideas that have been acquired and matured over time and that supports the way we behave.
The idea that encouraging emotional development does not stop at twenty years and the contrary can be enhanced by the passage of years, led this author to develop a model of resistance to change has shown impressive success in groups of executives. The key? The reasons behind it so difficult to change our behavior in the form of "alleged" or ideas that have been acquired and matured over time and that supports the way we behave.
get to know these assumptions becomes a powerful tool for change, but is not a simple task. Interventions requires a professional and dedicated work of senior management.
In other words necessary to recognize that human behavior is complex and as such does not support forms of simplistic or reductionist thinking. If, as leaders do not expand our thinking and accept the human condition of people, we will, again, involved in unsuccessful efforts to change the behavior of people by decree. Do not forget that at the time of change, the evidence shows that some people would rather die first.
In other words necessary to recognize that human behavior is complex and as such does not support forms of simplistic or reductionist thinking. If, as leaders do not expand our thinking and accept the human condition of people, we will, again, involved in unsuccessful efforts to change the behavior of people by decree. Do not forget that at the time of change, the evidence shows that some people would rather die first.
So, before embarking on his next effort of organizational change, ask yourself whether in fact this influencing people correctly or simply generating a costly change passenger.
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