Carol:
I have difficulty with your first sentence and its absolutes. I don't
believe change is always hard, nor do I believe it is hard for all of us.
You see, I don't believe people resist change, anyway. Is there
resistance? Of course, and it's not because of change, per se, rather the
perception of what the change will bring. In my seminars and workshops on
change management, one of the first things I hear people surface is that
"People resist change." I usually ask the "naysayers" if they would
accept a tax-free gift of $1,000,000.00 from me. When they respond that
of course they would, I ask them if that would change their life. They
say sure, and so I ask them why they aren't resisting the tax fee
gift...that usually makes the point.
At 06:32 PM 10/14/97 -0400, you wrote:
>Replying to LO15347 --
>
>Change is always hard...for all of us. Yes, there are organizations that
>have eliminated performance reviews and give everyone the same raise
>dependent on the profits that come in. There are schools that have
>eliminated grades and still get their students into colleges and graduate
>schools. When I study these organizations, the keys seem to be (1) people
>want to do the best job they can. I don't know anyone who comes to work
>wanting to do the worst job they can; (2)tying outcomes to the aim of the
>system ( e.g The aim of the company is to increase sales. Rewards are
>dependent on the increase of sales. There is a win/win or grow/grow motive
>to work hard to inrease sales); (3)Thinking systemically...anticipating
>that change in one aspect of a system will have an affect on every other
>part of the system; and (4) getting started.
>
>I really would welcome input from you and others.
Richard J. Scherberger, Jr.
Senior Partner
Executive Leadership Skills
Voice:913-727-1137
Fax: 913-727-3129
--Richard Scherberger <rshrbrgr@lvnworth.com>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>