Change management seminar

Résumé du document

The first thing we highlighted during the seminar was about seeing changes and how the fact that we see it affect our attitude.
Unseeing changes lead people to act normally and they are not trying to resist. Their environment is equal and stable. With respect to situation where changes are noticeable resistance appears, because there is a disruption in the routine.
How can we define "routine"? Routine is composed by two elements:
-Lower energy (consumption)
-Automatism
Indeed, where changes are not noticeable, that means we are in the position to act without resistance, where everything is at its place. We can this way maximize our path in order to go straight.

Indeed, where changes are not seeable, that means we are in the position to act without resistance, where everything is at its place. We can this way maximize our path in order to go straight. For example: the way between my home and the railway station is determined. I know where to walk and how to pass obstacles. I can almost do it eyes closed. I lowered my consumption of energy, and it can be proven by the fact that I can barely remember the way I have been through when I reach the station. This is because; I disconnected my mind from the action of going down. I used automatism. What if we introduce a construction walk in the middle of the way? For sure I "wake up", I modify my way and I "must" think how to do it. This is resistance.

Extraits

[...] We can think of two types of feedback: - Reinforcing Feedback: (this particularly feeds the relationship between employees and managers) - Reorienting Feedbacks in order to correct in the right path. But when to use them? About acting, the function, we saw that any type of feedbacks are good, but when we talk about being, the reinforcement feedback can be for some people very a demotivation. At work, we must exclude any reorienting feedback about person and being. This is not the place and even more probably ineffective. For example, I observed recently that a mobile developer in my team was doing badly. [...]

[...] During this meeting, the level of stress grew up very fast. Change is stressful because we go out of our comfort area. My reaction was to neutralize the conflict. I used the “cleaning method”: make the distinction between difficulties and conflicts. Difficulties can be resolve, in conflict parties must express what there are living after we can make the change. Separate the function from the person In a startup, especially when we are a co-founder, we must deal with our fellow comrades. [...]

[...] This in an extreme solution, but we cannot work with everyone at any time. - Identify the common stake to reach the objectives which can help both parties. Part Initiate change To initiate change we have to observe two variables which are the context in what change will come up and the behavioral flexibility present where change will occur. We car sum up the type of interactions that will head up depending on these two variables: To determine these elements, we can follow three actions: Observe and identify weak signals in order to feel how the context is and what are trends in behaviors. [...]

[...] But we touched briefly at the notion of conflict. Adroitly avoided during GDF challenge or during project management meetings, it must be handled in the right way. Conflict is inevitable. The only solution is to know how to handle it. Indeed, change is a matter of perception, and perception can be altered by explanation. So we can clean the conflict by explaining their effect on perception to create a common view of each “angles”. The aim is to get a complete image of the problem. [...]

[...] It is very important for me to apply those last tools because, even if I know well my friends and partners, at work situations are different. From now on, I could only encourage managers to use these key methods and analysis. From startup to international firms these techniques and definitions can be applied and adapt in order to build great project. [...]