Rarely simple, almost always good!
Many therefore have to change whether they like it or not. Others really want to. And it usually happens when the hazard warning lights come on and we have to break out of the circle. Changes are rarely easy, but almost always good! Do not be afraid of change, but only of 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, a simple reaction eventually turns into (creative) action. This often leads to a very positive situation.
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 fool ourselves: if we have to save jobs or lives, we will find acceptance for a change sooner than if - from the outside - everything is in good order. The end justifies the means, one might say - or approves or even welcomes them.
So you're on the brink of change. Congratulation! Change is rarely easy, but almost always good. But before we tackle it, we have to find out where the resistance we are experiencing before and in the process of change. And we have to recognize how we can overcome them or circumvent them.
Change - but what
However, one thing must be clearly stated: Change for the sake of change, so as an end in itself is not a good idea. Think of newly hired executives who are under pressure to succeed and who want or need to shine with deeds and quick results.
Short-term success may be achieved quickly - new brooms are well known to sweep well. However, before long-term successes can happen, the position in question may be filled again and the change begins again. A vicious circle.
Advice from external?
If the change is to exclude the will to change, one can in fact consider whether to get external advice. Without going into further detail:
What for the entrepreneur and that Company the counselor can be a coach for the private person. A neutral view from outside and targeted questions can reveal approaches to change.
Why are there resistances?
The challenges faced by a process of change (here rather at the beginning), either professionally or privately, are very similar. This is due, in particular, to the various properties and peculiarities that a change entails.
For example change means a departure or modification of known, lived, beloved and internalized behaviors, rituals, processes. You give something (even if you do not really enjoy it) and get something new for some time, and has said nothing in between. This uncertainty is sometimes felt to be unpleasant.
The end is uncertain
Change does not mean that everything becomes good at once. The only thing we know is that something is changing. We do not know what else changes outside of our field of vision, what kind of collateral damage occurs.
And finally, we do not know whether the result (even if it is exactly as planned) really appeals to us. Perhaps everything was better before, or is the grass on the left side not greener than here?
Additional expense now, reward later
Change means an effort of physical or psychical nature; as a rule, the additional expense. More effort in the now for a reward in the later. It is only humanly to keep the short-term success in mind. This is more tangible.
In the economy, we find the equivalent in the direction of quarterly results, which is not infrequently contrary to sustainable corporate development.
Only good arguments bring no change
Knowledge about the necessary change does not lead to a change in behavior. The head says yes, I know. The significantly stronger subconscious mind can, however, move unequally heavier.
This is also the reason why overloaded appeals may lead to understanding and deeper information but will not lead to a lasting (behavioral) change. (There are actually doctors who have a smoke pause for themselves and their team during a lung operation).
And finally, others must go along too. Because often you can not or do not want to do everything alone. So you are standing in front of a door and have a possibly vague idea of what it looks like. Nobody wants to go through the door.
Change. Insecure, destabilizes a previously supposedly stable structure and throws inconvenient questions about their own situation in those who are on the safe side. Change is therefore uncomfortable, unpredictable, has an uncertain outcome and usually means considerable efforts.
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