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Editor: Dr. Wolf J. Rinke IN THIS ISSUE =================================================== =================================================== QUIT SPYING ON YOUR EMPLOYEES =================================================== I like to ask my audiences: "Who likes change?" And of course I find out what we all know…we don't like it. In fact, there only two groups of folk who really like change: wet babies and cashiers. (If you are not smiling you need to take a break.) The rest of us wish it would just go away. We do this even though change is accelerating at hyper-speed, and only those individuals and organizations that are willing to continually reinvent themselves will survive. While those that live by the axiom: Don't compete-reinvent yourself, by finding out what the competition is doing, and do something different, are the ones that will thrive beyond their wildest imagination. (Hey, read that again…it's really important!) So what's holding you and your organization back from making change work for you not against you? It's likely one or more of the following strange and mysterious behavior patterns that most of us exercise when we are confronted with any kind of change. You need to know these so that you can anticipate and manage them when they come your way. 1. People will focus on what they must give up-virtually all change is first and foremost perceived as a loss as opposed to a gain. This in spite of the fact that much change over the long term results in dramatic improvements for most of us, in spite of the media generally portraying it otherwise. For example, during the past five decades, of thirteen "quality of life" measures, eleven dramatically improved, including life expectancy, per-capita income, level of education, poverty rate, households with phones and TVs and other amenities that make our lives more pleasant. The two measures that worsened during this time were the divorce rate and children born out of wedlock. Even when we get fired (that's a pretty traumatic change), most of us end up with a better job than before. 2. People prefer the status quo-this is true even when the new represents a dramatic improvement. A great example is the QWERTY typewriter keyboard. This highly inefficient keyboard layout was first introduced in 1873 to slow down typists so that the keys would not jam. Even though the original reason behind the QWERTY system has long passed-that's a conservative statement- virtually every computer you buy today continues to be delivered with the highly inefficient and unproductive QWERTY system. (During this time, speed of communication increased about ten million times.) Stop and think for a moment: The level of productivity we are foregoing-it's got to be in the billions-and all because typewriter keys were sticking more than one hundred years ago! That's what I call incredible! 3. People perceive that they are in it alone-this perception tends to be true even if an entire team or company is undergoing change. Verify this for yourself. When the yogurt hits the fan, most of us become quite self-centered and begin to worry about how it is going to impact our family and us. 4. People tend to resist change more when they do not trust or like the change agent-President Ronald Reagan found the American people more receptive to change than Presidents Carter, Clinton and Bush. 5. Every person will accept change differently-models of change are useful only as a guide because people are at different levels of readiness for change. To make matters even more complicated, the same person will accept change differently at different times. 6. People tend to feel inadequate, awkward, ill equipped, and uncomfortable as a result of change-these feelings can be minimized. (How in next issue of this eNewsletter.). 7. People tend to revert to old behaviors-once the pressure for change has been removed. This holds true unless they have made the new behavior a habit, have found that the new behavior resulted in dramatic improvements, or that the old behavior is accompanied by lots of pain. Look for the next issue of this eNewsletter to find out how to overcome resistance to change. ================================================== "How to Motivate Employees to Achieve Peak Performance"-CD, VHS or DVD This brand-new LIVE audio and video program (~60 mins.) will teach you how to build an organizational culture that is conducive to maximizing the potential of team members by encouraging high levels of trust, empowerment and teamwork so that your organization will achieve quantum leaps in performance, productivity and profitability. Introductory Offer for eNewsletter Subscribers Only You RISK ABSOLUTELY NOTHING!!! If for any reason you are not satisfied, return your order and we will give you your money back. Click www.wolfrinke.com/Special.html to order or for more information. =================================================== Top 10 Reasons Why Alcohol Should Be Served At Work 10. It encourages carpooling. =================================================== For FREE articles, inspirational messages and money saving offers on
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