Resistance to change in organizations. rules of no to change

What should we do, so that nothing changes? A brief instructional to fail in the future.

Rules from NO to Change

1. Keep those who aspire to make changes busy.

"Do no more." Power bearers do not intrude and remain hidden, blocking new content.

rules-no-change-presentation

1. Avoid all transparency.

It tries to move the discussions on goals and contents of change for a necessary organizational reform, in the direction of informal structures.

1. Worry about an overstress for the organization.

Big list of activities, reports and ineffective administrative work, as well as excessive goals without realistic support. Overexert yourself on a daily basis, as well as your colleagues and subordinates.

1. Be concerned with quickly solving the "symptom" and not the underlying problem.

There is nothing better than a fast action, well dispersed, hitting the eagle and in the wrong place.

1. Worry about looking for the problems and culprits elsewhere.

1. It places people at the center of a process of learning and change, using them as a “shield”.

It requires the search for the "managers" of a problem.

1. Make sure that the "tried" and customary structures remain unaltered.

Get angry, criticize and reprimand, but don't change anything.

1. Makes apparently constructive and conciliatory contributions, aimed at obstructing new "rules of the game"

1. It actively helps so that a favorable framework for discussion does not develop, about whether or not it makes sense to spend time thinking about a change in the

"Rules of the game", as well as models for solving problems and "well proven".

1. Support all those you can, so that they maintain their current "capacity" to visualize reality.

For others, worry about making it difficult for them to do their job and that they are badly evaluated by their superiors.

1. Press.

Because in a fast walk, it is more difficult to realize what really happens. Accelerate those for you so called

"Processes of change" (because in reality,… you do not oppose changes, as long as they do not affect you).

1. You must keep everything relevant under control.

Try to be everywhere. He distrusts self-direction and self-determination. If the final responsible is you… or not?

1. Make quick decisions on the surface and worry, that give the feeling of induction to change.

1. If any of your previous rules don't work, try: "they can do whatever they want, but it can't cost us a single Peso"!

Do you know other better Rules of NO to Change that we can add to these?

We are always in search of new "rules of the game" in companies and organizations. They are rules that put stones in the way of “the new and

innovative "and intend to root for life" the

always ",… even though it no longer works or shows clear signs of decline.

Because the NO to Change Rules confirm that:

• many managers of organizations do not proceed strategically but are limited to assessing the operational new ways of working require new behaviors. New behaviors take a new way of thinking for granted (whoever thinks differently finds other ways). It is surprising how little work is done on a new strategic thinking of people during change processes. It is common to find the belief that Managers are capable of convincing and changing people through guidelines and explanations. A new way of thinking cannot be decreed. This must be tasted, developed, trained and experienced during a process of change, existing experiences and professional competencies of Managers contain the "old thinking".Often times the successful strategies of the past no longer work in a global environment and block new pathways.

Because the NO to Change Rules confirm that:

• mistrust in collaborators (or surrounding oneself with mediocre ones), always returns to attack with the old thinking: more process controls, more administrative steps, more bureaucracy and compendiums of arguments about the risks of change, prepared by a “staff” From "inkblowers" there are difficulties in many Managers in changing from a thought of power towards a thought based on leadership through their personal, social and professional skills. The old thinking ends in a process of information and not, in the transfer of responsibilities and competence in decision-making, in many cases the financial means and organizational help for the change are obtained. However, introducing a new behavior and thinking requires mostly time and energy (commitment,tolerance, perseverance and "blood of the heart"). These factors are not considered in the preliminary calculation of most change processes.

If you decide to know and then apply a methodology that facilitates the implementation of change processes from the perspective

strategic, visit www.gevert.com or, request more information, briefly specifying your concerns.

More than 1 million companies, most of them European SMEs, have already applied it successfully in the last 35 years.

The capacity for future success will only be possible through a strategy of change and flexibility, concentrating efforts (specialization) on solving well-defined problems and for clearly identified target groups.

This is achieved by modifying the objectives and the way of relating between

Management, HR, companies, governmental and non-governmental organizations, catalyzing a strategy that brings benefits to all parties involved.

We call this ESC © Changement

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