Why is change hard? 3 organizational designers explain how to beat the failure bias
Showing the positive outcomes of their work can be a huge motivating factor and can balance out pessimism. Meet with people in a place where they can be open, honest, and vulnerable.
Unless you’ve got a high-trust environment, you’re going to bring ideas up and people will dance around the issue or only say a few things. But when you talk to them individually you can explain what’s happening, what changes they should expect, and assure them that you’re going to follow up and help them.
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It's where your brain specifically seeks the hit of dopamine you get from crossing off small tasks and ignores working on larger, more complex ones.
Out of all the things that can boost our mood and motivation, the single most important is making progress on meaningful work.
Just like we love crossing small tasks off our to-do list, being able to see that we’re even one step closer to a big goal is a huge motivator. The problem is that these “small wins” are hard to measure.
One potential problem when changing behaviors is that we're too often motivated by negatives such as guilt, fear, or regret.
... not an event. The transtheoretical model (TTM) presupposes that at any given time, a person is in one of five stages of change: precontemplation, contemplation, preparation, action, maintenance.
Each stage is a preparation for the next one, so you mustn't hurry through or skip stages.
At this stage, you have no conscious intention of making a change. People in this stage tend to avoid reading, talking, or thinking about unhealthy behavior. However, their awareness and interest may be sparked by outside influences.
Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.
A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.
Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes: