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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