The Change Drim Dimension
How to Accelerate and Enrich Change
Having a perfect solution is of only academic value without the ability to make the change from the old way of doing things to the new way.
How to Accelerate and Enrich Change
The problem is that we are so familiar with the old way that we can follow it automatically, while the new way is unproven, untested and full of risks and kinks.
The solution is to collaborate in creating simple frameworks for identifying and mitigating risks and ironing out kinks - and to give people the opportunity to become adept at the new way, over time, before abandoning the old way.
The trick is to make the new way way more compellingly attractive, appealing and addictive than the old way, in the short-term – for all parties.
The Top Five Change Prerequisites
There are five primary prerequisites for dramatic improvement change - satisfying them and you get engagement - ignore them and you get resistance.
The Top Five Change Prerequisites
- We need to know how to respond to deliberate change initiatives - to overcome resistance.
- We need a framework to help us learn the new way, until it becomes the default, automatic way.
- We need to become adept at switching our behaviour early enough in the process.
- We need minimise the chaos of change, starting in a contained area and expanding over time.
- We need a way to create pull (instead of push) for change - that people compete to be a part of.
This content is not available for your subscription-level. Please [R]egister or [S]ubscribe to gain access.
The Top Five Change Solutions
Transform the conventional coercive push-system that is resisted with a vengeance into a compellingly attractive pull-system that is embraced with passion.
The Top Five Change Change Solutions
- Response Framework: Provide helpful ways of managing the cognitive dissonance of change.
- The Change Management Framework: Provide guidance in how to engage in the new initiative.
- Behaviour Change Triggers: Identify triggers to help people switch tot he new at the easiest point.
- Ripples in a Pond: use pull to start in one place and move outwards in benefit justifying stages.
- Restricting Access: Restrict access to where the appetite, aptitude and influence is highest.
The Response Framework
Simple framework to deal with the cognitive dissonance that arises from being faced with new ideas that you aren’t that familiar with.
The Response Framework
A series of simple questions to diagnose the origin of cognitive dissonance and respond accordingly.
Do you have reservations about:
- The Goal: what we're seeking to achieve?
- The Problem: what's holding us back?
- The Solution we're adopting for the Problem?
- The Plan: how we'll implement the solution?
- Your role in the plan?
If so, raise your concerns and present alternatives.
CMF
The Change Management Framework
A simple diagnostic and intervention framework to help people to target their change efforts.
CMF
The Change Management Framework
Diagnose and intervene, surgically at the lagging prerequisite(s) for change.
Resistance to change is very seldom illogical - never mind wilful. There's always a perfectly understandable reason for it - even if not a totally valid one.
Identifying, ahead of time, the full set of potentially valid concerns that people might have - and providing ways of addressing them to everyone's satisfaction, smooths the way for and enhances change.
The Behaviour Change Trigger Pattern
Identify and clearly define the Change Trigger point and symptoms and contrast the new responseand it's prosequences with the old one and its consequences.
The Change Trigger Pattern
- Define the ideal transition point in migrating from the old way to the new way.
- Work out what triggers to use to prompt/remind ourselves to change to the new way.
- Identify the Prosequences of the new way and the Consequence of the old way.
- Contrast the new approach with the old approach.
- Use deep practice to make the transition easier and more effective.
Ripples in a Pond
Start small, tight and concentrated and expand outwards only as the value become obvious.
Ripples in a Pond
- Start with a series of small pilots where the appetite, aptitude and influence is greatest.
- Allow the roll-out to happen slowly at first - under the influence of pull, rather than push.
- Allow - and bring - momentum to gather over time - setting a cadence that people are comfortable with.
- Ensure the learnigns are captured, recognised and disseminated in a way that makes the transition attractive and appealing to people.
Restricted Access
Instead of trying to coerce people to join the change Programme, restrict access to it and encourage them to compete for the opportunity.
Restricted Access
- Rank Change Program Champions on Appetite, Aptitude and Influence.
- Tap the shoulder's of ideal Champions ahead of time, letting them know that volunteering will advance their career.
- Warn everyone that they'll be compeiting for a very small number of Chamption opportunities.
- Ask for volunteers - and accept only as many as advertised.
- Lavish attention, support, praise and promotion on the Champions.
