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Strategies to overcome encouraging changes

Do you know how to encourage change in people (and in yourself)?

We know that making people accept change is not easy, but it is possible, even if the change comes from within.

But are there ways to encourage positive change in people, without offending or alienating someone?

We talked about three different styles of how people respond to change …

  • The innovator
  • The traditionalist
  • The adapter

We also concluded that …

  • 20% will embrace the change in merit (innovators);
  • 20% will resist change, regardless of merit (traditionalists);
  • 60% will wait and see before adopting a position (adapters)!

To encourage change, it is therefore important to convince 60% of those who are undecided!

Find out how you can help yourself and others manage the transition and foster change to achieve OKRS.

Break with the past to encourage change

To encourage change by convincing the undecided, it is essential to understand the difference between change and transition.

Change is a process that takes us from a previous state or situation (status quo) to a subsequent state.

The transition from one state to another is called transition.

Change is what we want to achieve, while the transition is the phase to be crossed to adapt to the change and the new state that follows.

The transition consists of 3 distinct phases …

  • The termination of the past
  • The exploration of the future
  • The new beginning

The “termination” phase is the first phase of a transition: it happens when people receive the news of the change and initially react to it, because they will have to break with the past.

It’s about letting go of familiar things or stable situations (status-quo)

Since the “termination” phase is an individual’s initial response to change, it often produces strong emotions.

Even yourself as a leader, you could experience emotions.

The purpose of this phase is to deal with the pain and loss that accompany change and letting go of the past.

Below are the main emotions that people (or yourself) experience during the termination phase …

Decline

Rejection is a typical response to the uncertainty that accompanies change.

Faced with an event of change, it is tempting to focus again on the usual things.

This focus gives people a false sense of stability and allows them to deny the need to change.

In some cases, it allows people to refuse to admit that a change is necessary, or even has already happened.

Resistance

Resistance is another common response to change, especially for those people who find it difficult to start a transition.

These people decide that the new rules do not apply to them and simply reject them.

People who resist change often exhibit behaviors that are conflicting or argumentative.

However, some resistant people are passive and act as if they agreed with the new, but then do nothing to help make it happen.

Fault

People can feel guilty during the termination phase if other people lose something as part of a change (losing a job, losing rights, etc.).

Individuals who experience the “fault of the survivor” may also experience sadness, anger or confusion.

What are the needs of people during the termination phase?

If individuals receive the attention they need, they will deal more easily with this first phase of the transition.

People have two essential needs during the termination phase …

Empathy

When people are experiencing the termination phase, they might find it very useful and supportive if others understand how they feel.

As a leader or manager, it is important that you talk to talk to them to recognize their different feelings of resistance, guilt, anger, sadness or fear.

Generally, it is not important for them to be in agreement with you, but simply to listen to what they are saying and to appreciate what they are feeling.

Confirmation

During the termination phase, it is very easy for people to interpret the need for change as a personal accusation or a rejection of the way they operate in the past.

They might think that the work they have done in the past has been insufficient, precisely because a change is required.

In this situation, it is necessary as a leader that you confirm that the work done in the past has been valuable.

He was perfect for his time and for the situation, but now, due to changing needs, new approaches are needed.

The 4 strategies to encourage changes

Although the termination phase can be a difficult and exciting time, there are 4 strategies you can use to help others (and yourself) facilitate the process of letting go …

Celebrate detachment from the past

The best way to go beyond the past is to recognize that there was value in the work that was done and in the way it was done.

Help others (and yourself) to separate you as a person from the work you have done.

It is necessary to shift concentration and energy from the past OKR, to focus on the opportunities and challenges that lie ahead. Sometimes it is useful to mark the end of the termination phase with some form of ceremony.

Explain the change

Explaining the change and naming it can help others and yourself to accept it and help you with the transition.

Make or make a list of possible losses and gains that could affect you or your team.

This allows you to understand which aspects of the job will be different.

It is also useful to list all the positive things that have occurred since the change was implemented.

Seek the support of others

During the transition, it is important that everyone has support from others.

You should keep open communication with significant people in your life about your feelings and plans by talking to people about the changes they are experiencing. It can also be useful to start a support group between people.

Helping

The best way to help yourself and others through a transition is to allow yourself plenty of time to adapt, each according to your profile.

The OKR Software is important to support to encourage changes and look to the future.

Supporting ourselves and others in the first phase (termination) of a transition is fundamental to fostering change and, therefore, the success of all subsequent phases, because all people have a natural tendency to return to what they know well and with which they feel comfortable with.






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