“All personal breakthroughs begin with a change in beliefs.” Tony Robbins
I just became aware of a change management tool that focuses, first and foremost, on the individual level, since that is where change happens. It is called ADKAR, an acronym that represents the five milestones an individual must achieve for change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement. The model can be used to implement change as well as to diagnose where obstacles occur so they can be addressed.
Here is a brief description of each milestone and the actions that can initiate and support it:
- Awareness of the need for change. I understand why the change is necessary.
Awareness is built through effective communication, effective sponsorship, … Read the rest
“I don’t accept the status quo. I do accept Visa, MasterCard or American Express.” Stephen Colbert
“Status quo, you know, is Latin for ‘the mess we’re in.'” Ronald Reagan
There is a lot that can interfere with a willingness to learn new things.
Andrea May has identified ten cognitive biases and we have considered the first eight: Confirmation, Anchoring, Curse of Knowledge, the Dunning-Kruger effect, Functional Fixedness, Mere Exposure Effect, Not Invented Here, and Reactance in previous Tips.
Now we’ll look at the last two cognitive biases and discuss how we can counter their effect through our training design and delivery. The titles and descriptions of the biases are Ms. May’s. The commentary is mine.
- Status Quo bias: The
“The strongest human instinct is to impart information, the second strongest is to resist it.” Kenneth Grahame
These days, performance management seems to be increasingly about the metrics. Many organizations are now measuring employee productivity and the quality of the results much more rigorously. New employees may take this in their stride, as just part of their employment. However, employees who have been with the organizations for many years may push back against the metrics.
There are many possible reasons for push back against metrics. There are the psychological factors. Metrics can seem cold and impersonal. They reduce human beings to numbers, or at least that is how it may appear to employees. If little or no measurement was conducted … Read the rest
“Life is what happens to you while you’re busy making other plans.” John Lennon
Our society tends to be very goal-oriented. We set long-term goals and short-term goals. We make daily to do lists. High school freshman are expected to know the course of study they should take. College freshmen have to select a major area of concentration. It seems as if we should all have our lives wrapped up in a tidy prefabricated package.
Yet how many of us make our living using that college major? How many of us are doing something entirely different from anything we could ever have planned, expected or even imagined?
Change continues to happen at a whirlwind pace, leaving us exhausted and … Read the rest
“I am one of the people who love the why of things.” Catherine the Great
This is going to be a riff on the importance of knowing “why.”
1. I worked for the State of Wisconsin for ten years, primarily in the area of human resources. It became clear to me very quickly that managers generally told their employees what to do, how to do it, and when to do it. But they rarely, if ever, told them why it was important.
If you don’t know why something needs to be done, what its purpose might be, or what the consequences could be if it isn’t done- then it is very difficult to:
(a) be invested in performing the specific … Read the rest