Innovators: dreamers

These people create a new idea, but it is not considered to be leaders or developers of the strategy.

 

Those who agree quickly: instantly recognize a good idea

The organization listens to the views of these people. They are trying to convince others to accept the idea, though they are not its authors.

 

Those who do not agree at once: the majority

These people listen to the opinions of others. In general, they rationally evaluate new ideas, but tend to maintain the "status quo". Exposed to the positive and negative effects of the other members of the organization.

 

Those who agreed late: support the latest new idea

Often these people are against the proposed change. Some of them in word and did not agree with the changes, but eventually reconciled if a majority of the members of the organization reveals its support for innovation.

 

Laggards: those who resist change until the end of

These people - solid supporters of the existing order of things. They do not live the future and the past. Often try to initiate a split within the organization *.

In the evolutionary process of internal organizational changes, on the way from ignorance to the innovation, it is possible to identify eight steps.

Step 1. Ignorance. The followers of no overall direction, no unified conscious priorities. People "are in the dark."

* Winifield Arn, Growth Report No. 5, Ten Steps for Church Growt h (New York, Harper & Row, 1977).

Step 2. Information. People get general information about the upcoming changes, and at first not ready to accept it.

Step 3. Introduction. New ideinachinayut spread within the team, breaking the usual course of events. The spread of new ideas can interfere with apathy, prejudice or tradition. The general trend - focus on problems.

Step 4. Individual changes. certain part of the team (who quickly agreed to the changes) is starting to see advantages from future innovations and becomes their staunch supporters.

Step 5. organizational changes. discussed the "pros" and "cons." At this stage, there may be a reduction in defense responses and greater openness to the proposed changes. The resultant power is shifting from rejection to acceptance. Step 6. The first attempt. initial stage of the change process associated with the first error and the first successes. At this stage, people are hesitant at first, but the learning curve is pretty fast.

Step 7. Integration . Indecision, inevitable at first decreases, a new idea finds more and more supporters. People are beginning to feel that they all get. For this feeling should "harvest" of the results and success.

Step 8. Innovations . Significant results of operations give the audience a sense of confidence and willingness to take risks, which is manifested in the desire for faster and more radical change.

Stepping 8, the entire organization exhibits increased willingness to repeat the whole process again. The greatest effect was observed in cases where the majority of the members of the organization repeatedly come into contact with a new idea.

The first meeting with a new idea: "I reject the idea, because it does not match my previous convictions."

The second meeting with a new idea: "Yes, I understand the idea, but I can not accept it."

The third meeting with a new idea: "I agree with the idea, but with reservations."

The fourth meeting with a new idea: "You know, this idea - the embodiment of my thoughts about this issue."

The fifth meeting with a new idea: "Today, I tried to implement this idea in practice. Brilliant! ".

The sixth meeting with a new idea: "Yesterday, I told others about this idea. I think it is in its fullest sense of the word. "

 

Create an atmosphere conducive CHANGE

Psychological studies have shown, people do not resist change per se. They do not want to "someone had changed the" *. In this part of the chapter will discuss how to create an organization in an environment in which people will go to innovations more readily. No change will not happen unless people change. This chapter began with the words: "When you change the leader, all the changes

*   George F. Trusell, Helping Employees Cope With Change: A Manager s Guidebook (Buffalo, PAT Publishers, 1988).

organization. " So, we should start with the leader, and then go on to create the strategy for the organization.

 

The leader must create an atmosphere of mutual trust

It's great when people believe in their leader, but even better when the leader believes in the people. When there is, both in the organization to create an atmosphere of trust. The more people trust the leader, the more readily they will accept his proposed the idea of ​​innovation. Warren Bennis and Burt Nanus say about this very vividly: "Trust - the glue that connects the leaders and followers in one" *. As Abraham Lincoln said, "If you want to attract people to their side, especially to convince him that you are - his faithful friend. And then try to find out what this person wants to achieve. "

My first question to the leader who wants to intra-organizational changes, is: "What is your relationship with the members of the organization? . " If the relationship is positive and sympathetic, the leader is ready to take the next step.

* Bennis and Nanus, Leaders.

 

The leader has to change himself, before calling for a change other

It is sad, but many leaders are like a friend of my. One day she showed me a list of New Year's pozkelanii: be kind to people, criticize less, eat healthy food, do not lean on fat and sweet, to be more generous towards his friends.

- Great goal! - I said. - And you're sure you can handle all?

- What have I? - Surprised friend. - These are my wishes for you!

The famous American industrialist and philanthropist Andrew Carnegie said, "The older I got, the less paid attention to what others say. I was just watching what they do. " Great leaders do not just say that we should do - they do it!

 

A good leader takes into account the history of the organization

The longer the organization was no innovation, the harder it will be for them to proceed. If attempts were innovations, but brought negative results, people will be suspicious of subsequent innovations. The opposite is true: the successful introduction of innovations in the past, increases people's willingness to accept the upcoming changes.

The English writer GK Chesterton expresses this idea: "Do not break the fence until you know why it was put." Before you change anything, it's important to find out what was going on in the organization in the past.

 

The most influential members of the organization should take the lead

Leaders have two distinguishing features. First, they do not stand still, and secondly, they are able to convince others to follow. They are similar to the director of the anecdote.

One director of a major corporation was late for a business meeting. Entering the room, he went to his usual seat and sat down near the door. One of the young slave tried to protest, "Sir, you have to sit at the head table!". This director said, "Young man, the head of the table where I'm sitting."

 

Check to see if your hands are empty

Each leader to give a "trump card" - emotional support from followers. If the relationship in the team slack, the leader becomes a "trump card" after another, until his hands are empty. If the relationship is strengthened, the leader gets more and more "bargaining chips." Always remember: it is impossible to implement the changes with empty hands. The more "bargaining chips" in the hands of the leader, the greater the changes that he is able to make people's lives. Unfortunately, the opposite is true.

 

Good leaders enlist the support of the most influential members of the organization even before the announcement of future innovations

1. It should make a list of the most influential people in each of the major divisions of the organization.

2. How many of those people directly affected by the coming changes? (This is - the most important group of people in the upcoming process.)

3. Many if indirectly affected by the coming changes?

4. How many people will perceive future changes rather positive?

5. How many people will perceive future changes rather negative?

6. What group makes up the majority of these?

7. Which group of the following has the most influence?

8. If more positive people, gather them together to discuss future actions.

9. If negative people more, meet with each of them individually.

10. It is necessary to know the "approach" to each of the most influential members of the organization.