Ideas from books, articles & podcasts.
Any change initiatives to address the problem backfires because the perception of the people stays the same.
The first step toward transformation is to acknowledge your reality illusion, i.e. realize that you’re not seeing things as they are, but simply as they appear to you.
created an idea from a book:
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Many executives suffer from lagging sales, declining employee morale and other problems. These issues often arise because they don’t know how to fix them. They just try some things out, but those solutions only work for a while before another problem arises.
We tend to solve problems by breaking them down, prioritizing the issues and tackling them one by one. Such piecemeal fixes only address the symptoms but not the underlying causes that perpetuate the problem. In fact, the solution for one problem often creates other problems. For example, to ...
Our perceptions shape our performance. How people perform correlates to how situations occur to them. Your actions will perfectly match the way you see a situation. The facts don’t matter as much as our subjective interpretation of those facts.
What’s “unsaid but communicated” tends to have a much bigger impact on our performance than our spoken words. Our unspoken assumptions, fears, doubts, hopes, expectations, regrets, etc. affect what we consider to be possible, important, relevant, or appropriate.
Future-based language transforms how situations occur to people.
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John Kotter shows in his book what is missing in nearly all organisations today: a sense or urgency - that attitude that leads people to use opportunities and avoid pitfalls - they purge low-priority activities and move faster and smarter in a rapidly evolving economy.
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What you need to know about leading people through periods of learning and uncertainty, understanding why some people resist change and how to manage it.
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