Success with 'Change'

There is nothing wrong with change, if it is in the right direction. Sometimes it is the smallest decision that can change your life forever. First part of this article was published yesterday

Dharmadasa RANGALLE

By recognizing the necessary changes, that has to be done, imagine that you have called a team meeting. You are about to introduce a change in working practices to your team and you need the team's buy-in to make this work. This is the first meeting at which you have decided to introduce the idea. Take a few minutes to consider the likely reactions of your team.

It is likely that you have one or two people who will tell you why the change. You may have some people in the team who do not say anything in response but you can tell from their body language that they do not think it is a good idea. Others, who are positive, make suggestions and volunteer to get actively involved. There may be several who not in agreement and say they would love to help, but they have got a lot on at the moment, in order to assess the influence that individuals have during change, the change navigator can observe two sets of behaviours demonstrated by individuals. These are: their attitude towards change, be it positive or negative and their drive towards activity, be it inactive or active.

Positive attitude

The degree to which people demonstrate a positive attitude and their type and levels of activity can be translated into likely reactions to change. The following model illustrates simple behavioural patterns that can be seen in people during times of change.

They have a positive attitude to change and are action oriented. They are prepared to 'give it a go' and are realistic about obstacles they encounter and how to overcome these. Change champions react to change by:

* Seeing the silver lining hidden beneath the dark clouds

* Viewing change as challenge and opportunity

* Treating life as a continuous learning experience

* Expanding their personal comfort zone

Change champions lend to:

* Feel comfortable with the need for change

* Be open to possibilities and ideas.

* Be optimistic about the long-term future

* Like to be challenged and stretched

* Be realists, not afraid of short-term mistakes or setbacks

Terrorists

They display a negative attitude and high levels of activity. These people are vocal but what they focus on is the negative. They are keen to disassociate themselves from change and actively tell others why it will not work. Terrorists react to change by:

* Arguing against changes

* Always seeing the negatives

* Criticizing ideas and solutions

* Expressing frustration

* Focusing on the past - We tried this five years ago

* Being oblivious to the consequences of their negativity

* Bringing the 'victims' and the 'yes men' around their perspective

Terrorists feel:

* Rebellious, determined to block change they do not own

* 'Right' and angry at the world for ignoring them

* Frustrated when there is confusion and whining

* Not listened to, excluded, constrained

* Overtly confident in their own ability

* Unsympathetic to the stress felt by others

'Yes men'

These people (men or women) are characterized by being positive towards change but not following this through with action. They say the right things and agree to change to principle but are inactive when it comes too actually during something about it.

'Yes men' react to change by;

* Acknowledging good ideas but being reluctant to change themselves

* Avoiding taking risks

* Keeping a low profile

* Trying to ride things out until things return to normal

During change 'Yes men' feel;

* Positive about what is happening

* Reluctant to get involved

* Threatened when too exposed

* Reluctant to take risks

* Comfortable to watch from the sidelines

* Anxious and lacking in confidence

Victims

This group can be described as having a negative attitude towards change and tackling drive. This inactivity, coupled with their negative approach towards new ideas, leads to inertia. Although less vocal than terrorists, they still disengage from change, everything is 'done to them; they do not take an active part. During change victims:

* Feel unhappy and/ or depressed

* Feel overwhelmed by work

* Feel powerless

* Are fearful of mistake

* Lack of confidence

It is much important to correctly identify the each segment of employer in the organization before introduce any change initiatives to the organization and necessary steps and effective action should be taken to avoid the resistance that may come from negative groups. Concluded