If people are thinking negatively, no changes occur

A person who thinks negatively, the future will always be disappointed, no matter how his affairs were at this time. On the grave of a man can write: "I expected it." The best description of negative thinking I once saw on a desk in the same office:

Do not look, and you'll see.

Do not listen to, and then you hear.

Do not think, and then you learn.

Not solve, and then make a mistake.

Do not go, and then stumble.

Do not run away, and then you fall.

Do not live, and then die.

By depressing list I would add one more line:

Does not change, and then you grow up.

 

Followers of lack of respect to the leader

People will not be able to perceive what is happening objectively, if they do not like the leader who controls the process of change. His relationship to the agent of change, they will take on the process.

One of the principles of leadership, I have tirelessly advocated, is: "Love the people before you lead them." If you are sincere and genuine love of his followers, they will pay you as a sincere respect and will follow you to any changes.

 

The leader is too sensitive to personal criticism

Sometimes resist change, not only subordinates, but also leaders. Suppose the leader has developed a program to introduce innovations, but later rejected it in favor of another, better program. The author of the first program, considering himself wounded, can sense the coming changes as an attack on himself and, of course, is trying to defend himself.

For an organization to continually grow and remain an effective, its development must periodically go through four stages: creation, preservation, criticism, change (as shown in the diagram).

Steps 1 and 4 are offensive in nature, stages 2 and 3 - defensive. Creative people have to take criticism positively and be willing to change, otherwise they were replaced by others will come, ready for change and, therefore, to be creative.

 

Innovations may lead to losses

In the face of impending change is inevitable, one wonders, "What will happen to me? '. As a rule, members of the organization are divided into three groups: those who lose from innovation, those who have everything remain as it was, and those who win. Each of these groups has its own characteristics and requires a specific approach, but in any case requires honesty, integrity and honesty.

 

Changes require time-consuming

For many people, time is of the greatest value, so people are usually willing to accept change if it does not require any additional time. American playwright Sidney Howard argues that "know what you want" at least

50 percent means "to know what would have to sacrifice for the sake of this." If you have to pay for the changes of time, many will not accept such a change.

If future changes associated with the extra time, the leader should always find out this person does not want to or can not change. If it can, but does not want to, then it is about where your power is limited, - the position of the man, his beliefs and attitudes. However, the potential capacity for change indicates the presence of perspective. On the other hand, many people would like to change, but they are not able to change because of the peculiarities of perception of their position and responsibilities at the moment. In this case, the leader can help a person establish priorities in its work by getting rid of non-essential tasks, and focusing his attention on the positive aspects of things to come.

 

Limitations and biases interfere with the acceptance of new ideas

In the U.S., "the International Flat Earth Research Society" sixteen hundred people. President of the Society

Charles Johnson says that all his life he believed Earth to be flat. "As I did not take this Globe in the first grade, when I first saw it, so still and do not take" - he says.

One resident of the centennial of Maine arrived in New York City reporter to interview the old man.

- You must have witnessed a huge number of innovations? - Asked the reporter.

- Yes, - said the old man - and all of them are out of date before my eyes.

 

Traditions resist innovation

I love a well-known anecdote. How much do you think people need to replace a light bulb? A: Four. One change a light bulb, and three are close by and constantly repeat how wonderful was burned out light bulb.

Here's another anecdote on the same theme, this time - the army. One sergeant assigned to care for the lawn in the officer corps. Naturally, the sergeant ordinary delegate an unpleasant job, ordering him every day at five o'clock in the morning to water the lawn. Soldiers obediently following orders, but once it was at this time was a thunderstorm, rain poured. Going into the barracks, the officer saw the soldiers, watering lawns, quietly sleeping in his bunk.

- What is it? - Shouted the sergeant. - Five hours! It's time to go water the lawns!

- Mr. Sergeant, - said the soldiers - in the street cats and dogs.

- So what? - Shouted the sergeant. - Is not you got no coat?

According to the law Kornfield, nothing has been done so far, as long as every one can be convinced that this should be done, and are convinced of this for so long that now it is time to do something else.

 

CHECKPOINT

Before starting any change in their organization, answer the questions below. If you honestly answered "yes", then the change process will go easier. If you weigh out "no" or "maybe", then it is usually a sign of impending difficulties.

Yes No

_____Prinesut Whether innovations benefit your followers?

_____Sovmestimy Whether innovations to the organization?

____ Are innovations specific and clearly defined?

____ Do the 20 percent of the most influential people in the organization of the coming changes?

_____Vozmozhno Whether to conduct an experiment before you completely focus on the implementation of innovation?

_____Dostatochno Whether physical, financial and human resources for innovation?

_____Obratimy To change?

_____Yavlyaetsya Whether this innovation the obvious next step in your work?

_____Prineset Whether this innovation both short-term and long-term benefits and advantages?

__Sposobny Are leaders to implement the changes?

____ Is it true you select the time for innovation?

Each leader sometimes feels just like Lucy of comics «Peanuts».

- I wish I could change the world! - Lucy tells Charlie Brown.

- So where do you start? - Asks Charlie.

- With you - meets Lucy.

The last question on the list: "Is it true you select the time for innovation?" - Plays a major role. Very often, success is possible only when you select the correct time for action. In my book, "The position of the winner," I talked about it this way:

The wrong decision at the wrong time = disaster.

The wrong decision at the right time = error.

The right decision at the wrong time = failure.

The right solution at the right time = success.

People change when they:

■ adequately addressed and are therefore forced to change;

■ have learned a lot and so they want to change;

■ have a lot and are therefore capable of change.

The leader must be able to determine when people are on one of these three stages. The best leaders create an environment in which there is certainly at least one of these three conditions *.

 

EVOLUTIONARY PROCESS OF CHANGE

We should not forget that the changes can be revolutionary or evolutionary. In the first case, all the changes at once and completely, in the second - is gradually improving what it was before. Typically, the second way is perceived much better than the first. People are more willing to willing to improve it are accustomed to, rather than go for something huge, new and totally unfamiliar.

* John Maxwell, Th e Winning Attitude ¹ (San Bernardino, Here's Live, 1984).

Once the leader announces the upcoming changes, the members of the organization are divided into five groups depending on the response.