Improvisation in jazz can be very challenging!🎷🎷
There are some basic rules, and even if it seems simple, there is a logic that once you hear the improvisation, it will sound natural to you.
The problem is that when people study impro, they tend to focus on the content and not enough on how the result sounds (it's not what you say, it's how you say it).
Organizational change requires the same approach.
✅Let's first understand why do we need to change?
Mostly, organizations seek for a process that will improve employee productivity and will lead employees to do their jobs more efficiently. In other cases, the organization has grown significantly, and needs to adjust to the new situation.
The decision to change is usually driven by the NEEDS of the people, the employees.
However, as the process of change progresses, the focus becomes increasingly concentrated on details, numbers, and technology.
The attention goes to the PROCESS, rather than to the RESULTS.
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Let's say we managed to overcome this challenge and now we aim to implement the new method, which is directed for the people's benefit.
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They don't like it.
So frustrating..
It seems unreasonable why people resist change, even if it is for their own benefit?
While improvisation is exciting at a jazz club, people dislike change in everyday life.
Regardless of rational understanding that change is in their favor, people are naturally anxious about change and prefer to stay in their comfort zones.
It is known as ZERO RISK BIAS.
We look for absolute certainty. In situations of choice, we generally choose the one with minimum risk, even if it is better for us to choose the alternative.
It is people who make the change and we need to understand them in order to make the change happen❗
✅What should you consider when aiming to lead organizational change?
🔷An understanding that this CHANGE CANNOT BE DICTATED by management, but must be driven by those who will be affected. It means they're involved throughout the whole process, from examining options to choosing and implementing the best one.
🔷ASSUME NOTHING about the desires, commitment, or reasons that motivate people for change. Ask, find out, and get real answers directly from the people.
🔷ANTICIPATE AND PREPARE for fallback situations. Fallbacks usually occur when people are under stress, and need to deliver fast. The tendency is to go back to old habits, old ways of working, and "safe" methods.
Harmony becomes apparent, for example, when you listen to Louis Armstrong or Joe Henderson's solo performance.
When you make your next organizational change, that's the harmony you look for.
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