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The Journey From Here to There
Transcript of The Journey From Here to There
Help people focus on the possibilities.
Celebrate early wins. Why the gap between Knowing and Doing? Neuroscience Shows Us when actuality differs from expectation, "fight or flight" response is triggered; people react emotionally and impulsively
behaviors and beliefs are "hard-wired" in our brains; introducing new information, skills, attitudes, or habits requires physically altering the worn paths along which neurons fire; it's a physiological upheaval people instinctively avoid Effective Leaders of Change...
Take proactive steps to ensure that significant changes are implemented in a controlled and systematic manner
Motivate people to embrace the difference
Minimize the impact on productivity
Ensure a smooth transition
Realize the desired transformation In order to accomplish this, Leaders of Change respect and address the "mechanics" of organizational change. They know what happens along the journey from "here" (the current state) to "there" (the desired state). They know to influence the outcome. Effective change leaders understand that
Change and Transition are Different Change
Happens whether or not people transition Transition
Gradual process of acceptance and eventual change Experiencing different emotions along the way Letting go New beginning Neutral Zone knowing what has to be done doing what has to be done Letting Go is Characterized by
Ambivalence Neutral Zone is Characterized by
“Valley of Despair”
Less productive New Beginnings is Characterized by
Enthusiasm Something's not right here Ouch! People experience what they expect to experience.
Set positive realistic expectations.
Share the vision.
Explain the purpose.
Give people a role to play.
Help people determine what from the past they can take with them into the future. Leadership's Role as People Go Through Transition Close the distance between expectations and actuality Focus is key Expectations Actuality Keep Expectations and Actuality Balanced sources Bridge's Transition Model
D.R. Conner and R.B. Patterson, Building Commitment to Organizational Change. Training and Development Journal, 1982, pp. 18-30.
J. Pfeffer and R.I. Sutton, The Knowing-Doing Gap, Harvard Business School Press, 1999.
David Rock and Jeffery Schwartz, The Neuroscience of Leadership