Rarely simple, almost always good!
Changes are seldom easy, but almost always good! Do not be afraid of change, but only standstill - it is said.
What are the reasons or triggers for a change? Which circumstances lead us to want to bring about a change - or have to? You can find many contributions to the subject of change management under the keyword change management Best of HR – Berufebilder.de®.
Feel like change
You are not where you want to be and want to change that: this can affect your place of residence, your job (task, income etc.) or your health condition. In principle, a simple target / actual comparison.
The realization of a setpoint / actual deviation, however, without the will to change something is just a realization. This means that a certain time can be lived very well - if the negative effects remain within the framework; the process of change is not going so well. It is only when the will is there that you can act and shape the process yourself.
Forced to change
Either your doctor recommends a change in your behavior (a cardiovascular disease may be the cause of a change) or the management will demand an almost unrealistic increase in sales and profits and your bonus depends on it.
You can ignore both. If you do, you can certainly reach one of the next escalation stages, which forces you to act. This means that you are always reactive and, in principle, in a poorer starting position than in the case of wanting.
Inclination gives the impetus
Whether human or organization, very often a - say - imbalance gives the decisive impetus for a lasting change. When it comes to life and death or bankruptcy or continuation, so the scenarios know only two or a few exits, we develop amazing approaches and energies.
From an initial lethargy becomes over-simple reaction finally (creative) action. This often leads to a very positive situation. To the Change management in organizations we also recommend this study series
The greater the need, the higher the acceptance
By the way, few alternatives actually facilitate and speed up the decision. Or do you first allow. How often have you left a store without a purchase because you could not decide whether to choose?
Let us not think of ourselves: if we have to save jobs or lives, we will rather find acceptance for a change than when everything is in order. The purpose justifies the means, one could say - or approves or even welcomes it. We also recommend the contributions by Isabel Nitzsche on crisis management.
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