Upravljanje Promjenama Osnovne Bazične Glavne Važne Stvare “Gangnam THE ROCK Stil” – Dio 40
Christiano će tijekom vremena naučiti da tijekom razdoblja promjene organizacije trebaju promicati vjerovanje da usvajanje «Može Pristupiti» za inovativnost i promjenu mora se kontrolirati «Mrzitelje Promjene» sve dok se ne prisiljavaju da se prilagode novom instinktu prije nego što izumiru kao dinosaure.
In my opinion, organizations need to embrace the notion that during periods of change it is critical to insure that policies and procedures are in place to adopt a “Can Do Approach” to change management.
It is important for organizations to acknowledge that during periods of change, the best “Change Management Approach” is one whereby organizations encourage those empowered with change to believe in themselves and their abilities to deliver the required changes with a “Can Do Approach”.
Although this “Can Do Approach” may sound easy in theory, in practice this can represent quite the challenge especially when individuals within the organization do not want the change to occur. Therefore, the root of a “Can Do Approach” is centered on the weakest link in an organization.
That is, the weakest link in an organization during the process of change is any man, woman or transvestite who refuses to jump aboard the wings of change for whatever reason, be it, love for the “Status Quo” or hate for the “New Trending Approach”.
It is important to identify the weakest links in an organization during the early stages of change in order to bring them on board before they contaminate with negativity the remaining herd.
That is, one negative person or “Change Hater” with a “Cannot Do Attitude” will tend to counteract ten positive people or “Change Accepters” who believe in a “Can Do Approach”.
Therefore, it is imperative during periods of change to insure that any negative people or “Change Haters” first have the opportunity to convert to “Change Accepters” or be given the opportunity to be excluded from the scope of the initial implementation stage as change cannot be successful when there are “Change Haters” coming to work every day in a negative, angry and hate rage.
In these circumstances, it should be quite easy to identify such negative individuals who are “Change Haters” by simple observations of their demeanours, mood or behaviours after initiation of the proposed change.
Generally, abnormal, irregular or strange behaviours after commencement of a significant change should be a clear sign that the person will not be supporting the proposed change during the initial implementation phase.
In these cases, it is most often best to have the “Change Haters” concentrate on the old “Status Quo” until the point where the old “Status Quo” is no longer an option at hand at which point the “Change Haters” will tend to conform to the change like the drummer in a marching band.
That is, when the “Change Accepters” who believe in a “Can Do Approach” succeed under the initial phase of the proposed change, there will be like a marching band hymn which will tend to numb the “Change Haters” bums until they succumb to the new march before becoming “Dumb Dumbs”.
That is, “Change Haters” by their nature will tend to only say “Yes” to change when they are confronted with dinosaur duress that their skill sets will become extinct unless they accept the change and join the march of the new fresh start.
In summary, I refer to “Change Management Gangnam THE ROCK Style” as the belief that to adopt a “Can Do Approach” to innovation and change must control “Change Haters” until forced to adapt to new instinct before becoming dinosaur extinct.