Post by account_disabled on Mar 5, 2024 10:03:26 GMT
We mentioned it in the previous post: at least 10 reasons and 5 trends that explain why certain communication actions do not work . Some of the solutions inevitably involve issues such as cultural change, leadership, or rethinking professional routines within organizations. Today the danger is the phrase "we have always done it this way here." We should not look (only) at the content it denotes, but at the lack of adaptation to an environment that has indeed been transformed (and is more competitive, demanding and centrifugal). manage changes Elizabeth Kübler Ross was a renowned Swiss-American psychiatrist who was an expert in the stages of grief. In a model that has made enormous fortune, she establishes five major phases. Although with obvious differences, we can use this model to explain resistance to change in an organization: Denial Anger Negotiation transient depression Acceptance and growth Going through these five phases is not easy. It is not immediate or obligatory to assume that things have changed or will be transformed.
Anger is also common, which lives on rumors and poor internal communication. A classic that distorts the interior of organizations. The negotiation opens a phase for often short-term haggling, but it indicates that many people have already accepted the change. At this point empathy is critical. The next stage occurs through temporary hopelessness, where a questioning of professional competence and self-esteem becomes evident. Finally, the person can achieve some acceptance for the sake of personal and professional growth. Many of the projects we Industry Email List carry out at Comuniza involve a lot of cultural change. Almost every. In the classes and conferences in which we participate, this topic always arouses a lot of interest. At this point we usually rescue the figure of John Kotter, one of the most relevant authors on contemporary management thought. His book The Leadership Factor, published in 1988, is a must-see. He later published A Force for Change: How Leadership differs from Management (1990), Leading Change (1996), The Heart of the Ch.
It is true that models are a simplification of reality. Evident. But they help to understand how much more complex processes work. That's why they serve us. Kotter's works analyze issues such as the process of change, which requires time for its actual implementation, management and efficiency. In this sense, establishing a new communication model within an organization can be based on the eight-step model defined by Kotter. Not in vain, it is designed to achieve almost any organizational transformation successfully: Establish a sense of urgency. Generate a coalition that leads the change. Drive a vision to direct change. Communicate corporate vision and strategies. Empower people to act on the organization's vision. Achieve short-term results. Consolidate progress to continue going deeper. Institutionalize new methods through new leadership. This model is based on leadership that influences, that activates behavior based on a certain vision of the organization, and establishes the essential measures to make it a reality through a cooperative coalition of motivated and committed people.
Anger is also common, which lives on rumors and poor internal communication. A classic that distorts the interior of organizations. The negotiation opens a phase for often short-term haggling, but it indicates that many people have already accepted the change. At this point empathy is critical. The next stage occurs through temporary hopelessness, where a questioning of professional competence and self-esteem becomes evident. Finally, the person can achieve some acceptance for the sake of personal and professional growth. Many of the projects we Industry Email List carry out at Comuniza involve a lot of cultural change. Almost every. In the classes and conferences in which we participate, this topic always arouses a lot of interest. At this point we usually rescue the figure of John Kotter, one of the most relevant authors on contemporary management thought. His book The Leadership Factor, published in 1988, is a must-see. He later published A Force for Change: How Leadership differs from Management (1990), Leading Change (1996), The Heart of the Ch.
It is true that models are a simplification of reality. Evident. But they help to understand how much more complex processes work. That's why they serve us. Kotter's works analyze issues such as the process of change, which requires time for its actual implementation, management and efficiency. In this sense, establishing a new communication model within an organization can be based on the eight-step model defined by Kotter. Not in vain, it is designed to achieve almost any organizational transformation successfully: Establish a sense of urgency. Generate a coalition that leads the change. Drive a vision to direct change. Communicate corporate vision and strategies. Empower people to act on the organization's vision. Achieve short-term results. Consolidate progress to continue going deeper. Institutionalize new methods through new leadership. This model is based on leadership that influences, that activates behavior based on a certain vision of the organization, and establishes the essential measures to make it a reality through a cooperative coalition of motivated and committed people.
