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and organizations
Publisher: Warner Brothers Date of Publication: 1997 ISBN: 0446672602 Number of Pages: 336
David Brandt, Ph.D. is a nationally renowned speaker and psychologist, and the author of Don't Stop Now, You're Killing Me.
Quick Reads
by /kwench/
Quick Reads
by /kwench/
there. As a part of the cleanup review all the daily tasks and activities and classify them as bulls or cows. Bulls are those processes that help you respond quickly and effectievely to change and new opportunities unlike the cows which are just in the way. Have a reward system to motivate people to be effective hunters. You can put the cross-functional teams to good use by getting them to spot duplications, repetetive and costly processes across the organization. For every practice or process, dig deep into the why?. Certain practices that were relevant in the past may no longer be meaningful. Finding out how the practice originated would go a long way to identifing a hidden cow. Determine the reason and relevance of practices and processes that have been handed over to teams as a part of knoweldge transfer and check if another person/team can do the job better. A reality check may reveal that the task can be done better by fewer individuals or maybe even outside specialists. But most importantly, these hunts should be fun and should not be perceived as witch-hunts within the organization. Keep the spirit alive with light irreverence, teamwork, humour, creativity and motivation.
Quick Reads
by /kwench/
A popular story goes that in 1950, a small research firm Haloid, offered IBM the rights to market and sell their new technological breakthrough called the 914 paper copier. IBM asked one of the world leading consulting experts the firm Arthur D. Little to evaluate the products potential. Three months of detailed evaluation later the experts reported back to IBM that they did not see a market for the new product. The entire market was expected to be not more than 5000 units, because of the popularity and low cost of carbon paper! A decade later, Haloid became Xerox and generated billions of dollars through sales of the copier. In the constantly chaging environment of the market place, it plays more to think like a novice beginner than an expert. Where experts see problems, beginners only opportunities. One way to kill the problem of having too many experts is to hire outsiders who can bring in a fresh approach to the issues. Change employee assignments and roles regulalry to prevent someone from getting too complacent at what they are doing. Tell new comers, who are open minded to design new products and services and create an environment where asking stupid questions is okay. It also pays to look outside the immediate field for solutions. Sometimes the best solutions are found in the most unlikely of places.
Quick Reads
by /kwench/
what they really want. Make a difference to their lives by providing out of box solutions to their problems.
Quick Reads
by /kwench/
way of doing things. The challenge is to prepare people for the change. Organizations fail at this point, because often they introduce the change and work on getting the buy-in later. The key thus is to create an environment in which people are open to innovation and ideas. This environment will foster trust and be change-ready. Caring emnates from treating employees with care and respect and aknowledging their effort and contribution. In order to facilicate change, people need to have full faith and trust in their leaders. When management treats the workforce with respect and understanding and keeps their promises, people are positive about change and they are more enagaged in the process. However what people underestimate is how delicate trust is it takes a lifetime to build and only a fraction to break. Building Trust Leaders must develop the habit of walking the talk. Attitudes and actions must be consistent with their words. This will build a culture of openness and honesty which will foster the feeling of trust. Communicating is a very important of this aspect and listening is half the story. Having an open communication mechanism and being frank about things are essential to developing a change-ready environment. To get employees engaged in the process and to build a culture of trust, leaders must focus on the we rather than the me. We is inclusionary whereas I is exclusionary. Leaders who have the guts to accept mistakes and share the credit are appreciated the most and have the trust of those working for them. Leaders should invest in a leap of faith by caring for their employees instead of just ordering them around. Respect does not mean that you have to smile all the time and tolerate all kinds of mistakes. The real meaning of respect is that you take the effort to understand other persons point of view instead of just critiizing it. Part of this process is also figuring out how to recognize employee efforts. One does not need to have formal programs, even a quick note saying good job goes a long way. A quick voice or email message each day, a quick compliment in the passing, a pat on the back all go a long way towards making employees more trusting and participative in the change process.
Quick Reads
by /kwench/
Ostriches: These are people who pretend everything is normal and that the proposed changes will disappear if they ignore it. Dissenters: These are people who are open about their opinion and offer logical and legitimate reasons about why they are opposing a particular change. Antagonists: These are loud and vocal dissenters. They are usually not willing to listen or compromise and oppose change just because it is being proposed.
For change to go through, the organization must figure out how to deal with each of these types. Heeldraggers and Saboteurs must be flushed out through gripe sessions. To win over the fence sitters, provide them with convincing and persuasive information to reassure them. It is important to get to these before the antagonists muddy the waters with their arguments. Win over the ostriches by getting them involved in the process of implementing change. Dissenters are the most useful. Instead of cutting them off, include their ideas and show that you value their input. And finally be firm with antagonists. Cut them off and dont give them a chance to air their opinions.
Quick Reads
by /kwench/
Quick Reads
by /kwench/