Den kolde skulder

Tilbage i de gode gamle dage, virksomheder, der var vedvarende konservativ og modstod ændring var smukt belønnet. Solide som General Motors, Procter og Gamble og Sears Roebuck var empires sig selv; de slog deres ressourcer til at afværge ændring eller at undgå det helt. Denne strategi, der anvendes til at arbejde.

Ikke længere.

Ændring-som død og skatter – er en virkelighed, som de fleste virksomheder står og omfavnelse eller andet skubbes mod glemsel. Ikke er en del af bevægelsen er lige ved at dø en langsom død. Uanset hvordan turbo-ladet er din modstand mod forandring, skift vil ske. Periode.

Er du slags manager, der fortæller alle i organisationen, der ændrer er god, men du er faktisk bange for det og bekæmpe det på en lumsk måde?

“Jeg kan ikke lide ændringen. Kan du fortælle?”

Der er tegn. Modstand mod forandring kan være aktiv eller passiv, og den leder, der forsøger at afbryde overgangen til ændre gør en dyb bjørnetjeneste til organisationen. Lad os diskutere nogle af disse tegn:

• Du er først til at affyre et notat til ledelse siger, at ændringen kan udføres internt uden behov for udenforstÃ¥ende. SÃ¥ snart du lære, at noget er under opsejling mellem øverste ledelse, argumentere du for, at ændringen er bedre, hvis den forvaltes internt. Du bruger fortrolighed og proprietære spørgsmÃ¥l og give mistillid. Du siger ting som, “hvordan kan vi vide, disse konsulenter ikke deler følsomme oplysninger med vores konkurrenter?” eller “den bedste forandringer kommer indefra, vi ved dette selskab som bagsiden af hÃ¥nden. Ingen andre gør.”

• Du indvarsle ændring men ikke vedtage nye tilgange eller nye teknologier. Du blanding af nye med gamle. Hvilke resultater er en purerede version af ændringen, fordi dine hensigter og motivationer er halvhjertet og uoprigtig.

• Du knus status quo ved ikke at tage på nye udfordringer. Under påskud af ansvarlige delegation hånden du ud nye opgaver til andre i stedet. Udfører en ny funktion gør dig utilpas. Du er bange for, at dine evner ikke kan gøre lønklasse.

• Du er afhængige af analyse. Du kan lide at granske hver eneste detalje, spørgsmÃ¥l hver aktivitet og deltage i langvarige forhandlinger. Du kan ikke vide det, men du indstiller dig selv som en barriere for at ændre. I stedet for at “gÃ¥-til” person, stall du beslutningsprocessen forsætligt.

• Du tilbringe din tid og dyrebar energi kontrollere ting, der er ude af din kontrol. Hvis ledelsen ønsker at indgå alliancer og partnerskaber til at effektivisere distributionskanaler, gå du anden vej. Partnerskaber er uundgåelige, når en virksomhed oplever vækst. Ingen organisation er en ø, og ligesom individer skal netværk, så organisationer. Hvorfor forsøge at indeholde selskabet, når det er brister i sømmene og kunne drage fordel af støtte systemer?

• Du reagere immaturely nÃ¥r ændringen sker. I stedet for entusiasme foretrækker du at være bænkevarmer i gruppen. Du prædiker doom og dysterhed og klar til at formulere pÃ¥ banen “Jeg fortalte dig det”. Du vil hellere trække sig i baggrunden og se ændringen med intet ønske om at bidrage til dens succes.

• Du har forvandlet til en vent-og-se type af tilskuer. I stedet for at tage tyren ved hornene, du kan lide at spille sikkert ved at se resultatet først istedet for skaber resultatet.

• Du begynde at lede efter andre job. Faktisk, hver gang en større ændring er overvejet, er din reaktion at finde en anden organisation til at arbejde for. Stjerne komplekset kryber, og før du ved af det, forfølgelse kompleks overvinder du (“ledelsen ønsker at ændre den mÃ¥de, min afdeling fungerer – det er deres mÃ¥de at slippe af mig til sidst”).

Forvaltningen har brug for dig

En leder, der er fysisk og mentalt forberedt til konstant organisationsændringer har en bedre chance for at hÃ¥ndtere krisen. Hyppige styring af ændring hones ens færdigheder, øger fleksibiliteten og forbedrer karrieremulighederne. Ansatte ofte føler sig truet nÃ¥r ændringer er annonceret og tage disse ændringer personligt, nÃ¥r ændringerne i deres afdeling. “Hvad har jeg gjort galt?” er en fælles reaktion blandt medarbejderne.

Ledere forventes at hjælpe medarbejderne gennem overgangsprocessen og sikre, at budskabet formidles klart. Gode ledere skal vide, hvor deres loyalitet ligger. Selvom de ved, at ændringen kunne generere negative konsekvenser, de skal understøtte beslutninger om forvaltning, ikke åbent enig med medarbejdere, der tror, at ændringer vil have en katastrofal virkning.

Det er dit job som manager, at overbevise folk og gøre dem acceptere ændring, fordi forvaltningen regner med dig som en solid og deltagende forandringsagent.

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