3. CHANGE TUTORIAL
CORE POSITIVE IMMERSION ABSTRACTS
[1] BUILDING TRUST AT THE SPEED OF CHANGE
THE POWER OF THE RELATIONSHIP-BASED CORPORATION
PREFACE --- Trust. Speed. Change. They may seem like disparate goals, circling in separate galaxies. Many organizations treat them as such. But by doing so, they destroy the trust and morale of employees in the name of brief bursts of speed and short-term change initiatives.
But trust, speed, and change are not disparate. In fact, they are inextricably entwined and absolutely essential for survival. In business, speed does not result from going faster! Speed is created by breaking through the barriers of distrust in work relationships!
This book offers a breakthrough model for building organizations that can swiftly and effectively respond to rapidly changing business needs. It provides a model that values principle over power, and people over processes. It focuses on integrity, trust, and collaboration! The approach treats the workforce NOT as a cost or liability, but as an intellectual asset and irreplaceable resource!
This book actually explains HOW to tap into the power and flexibility of a "relationship-based" organization. It contains complete step-by-step instructions, benchmarks and guideposts for tracking your way, ready-to-use tools and techniques, illuminating vignettes, and a running case study.
PART 1 --- The book shows you how to:
(1) Strip away the old "fear-and-compliance" management style
(2) Cultivate the full commitment and loyalty of employees
(3) Re-engage the knowledge, energy, and potential of your workplace!
Leading at the speed of change involves understanding the difference between "transaction-based" organization and the "relationship-based" organization --- emphasizing the significance of TRUST!
PART 2 --- CREATING A RELATIONSHIP-BASED ORGANIZATION
Achieving sustainable change by implementing the "collaborative method,"emphasizing leadership trust and integrity, and creating a unified workforce by creating an organizational alignment, which results in an "Us" orientation
Book Source: (Building Trust at the Speed of Change)
[2] CHANGE IS EVERYBODY'S BUSINESS ---
HOW TO CLAIM YOUR CHANGE POWER!
Few people fully access their "change power." and stop disillusionment, fear, blaming, "stuckness," and dependency from ruining their lives. But you can claim your "change power" and unleash it in ways that will help create a better personal and shared world.
Ultimately, change is action! It is something you can do. The question is, "Will you?"
You have choices in the roles you play. You can choose how you think about what is happening around you.
And you can choose your actions!
These choices are the heart of "empowerment." And empowerment is a GIFT you can give yourself, not something others bestow on you.
Your ACTIONS or INDIFFERENCE help to create the world as you know it. That is your "external" impact. Your THOUGHTS also create the world as you know it --- your "inner" world.
This is a lot of power! This book can help you access and use that power.
1) Explore your POWERFUL BELIEFS about 7 aspects of your life:
Belief #1 --- What is "normal"?
Belief #2 --- On resistance and negative emotions
Belief #3 --- When change starts
Belief #4 --- How deliberate change happens
Belief #5 --- When to commit
Belief #6 --- The role of formal leaders
Belief #7 --- The role of followers
Learn what your "empowering belief quotient is!
2) Analyze your POWERFUL CHARACTER by thinking about these four "character lessons:"
Character Lesson #1 --- Stand for something!
Character Lesson #2 --- Be aware of your beliefs and assumptions
Character Lesson #3 --- Use your emotions
Character Lesson #4 --- Add value in your world
Determine your "personal empowerment!"
3) You can accomplish four POWERFUL ACTIONS based on your combined skills and knowledge --- and beliefs and character:
Action Lesson #1 --- Be a business
Action Lesson #2 --- Develop information age skills
Action Lesson #3 --- Be your own human resource manager
Action Lesson #4 --- Take charge of your own "change process"
Book Source: (Change is Everybody's Business)
[3] OVERCOMING RESISTANCE TO CHANGE IN THE WORKPLACE
You can spot forms of resistance and respond effectively with proven techniques for changing human behavior. An employee's behavior can radically change from one situation to another! In essence, an individual's behavior is completely malleable. It changes when the CONSEQUENCES in the present situation change!
The approach of this book differs radically from the pessimistic traditonal psychological practices. It assumes that each person, rather than being locked into some stereotyped pattern, is RICHLY COMPLEX --- AND CAPABLE OF A WIDE REPERTOIRE OF ACTIONS!
You can TAP INTO THAT CAPACITY FOR CHANGE without sending the employee or team member to therapy or traumatizing him/her with excessive discipline.
You can spot forms of resistance and respond effectively with proven techniques for changing human behavior.
Managers in either large or small organizations can TRANSFORM counterproductive confrontations into satisfying results by identifying the roots of employee resistance and restating requests in a new, irresistible form.
You can recognize the many forms of resistance, including arguing, name calling, changing the subject, ambiguous language, catatonia, getting emotional, excuses and promises.
The "Bamboo Technique" is described as the BEST WAY to escape the trap of irrelevant, time-wasting arguments and also to change any ambiguous reaction into a definite, action-oriented agreement!
PART 1 --- TOOLS FOR CHANGE
1) A new look at people and change
[1] Limits of popular psychology
[2] Breaking through the boundaries of tradition --- Fundamental Assumption #1:
It's the REWARD SYSTEM in the workplace that dictates the level of performance, NOT an employee's personality or his or her past!
People can switch from top output to mediocrity according to the consequences of their actions. If someone resists your request for change, DON'T BLAME it on their attitude, their need for control, or their lack of confidence. Ask yourself HOW it might benefit this person to object to your request, and you will SEE that the people RESIST CHANGE when it produces MORE NEGATIVE consequences --- MORE "work," which means either MORE supervision, LESS advancement opportunity, etc., than POSITIVE consequences!
But, when there are more perceived BENEFITS than COSTS, people welcome CHANGE!
[3] A more optimistic approach
2) Getting down to "ground-level" thinking
[1] Using your leadership "altimeter" to begin thinking and talking about "ground level" specifics instead of stratoshpere generalities!
When dealing with people who have resisted change over and over again, the FIRST CRITICAL SKILL is to help them DEVELOP THE THE ABILITY to precisely state the EXACT ACTIONS you want performed!
There are MANY LEADERSHIP TECHNIQUES AND TOOLS and they depend upon your using specific "ground-level" definitions!
[2] Defining your terms
Good questions and bad questions (p50-53)
DON'T ASK WHY an employee is NOT working up to expectations! That question puts you at the psychological level, talking in terms of his/her thoughts and feelings.
ASKING WHY usually only yields psychological dead-end answers such as he or she is selfish or narcissistic or a perfectionist!
This kind of questioning puts in at the level of personalities, thoughts and egos --- and does NOTHING to help you solve the work-related problem. Stay out of his/her past, and head. Focus only on the PRESENT time period and on WHAT YOU WANT THE PERSON TO DO OR STOP DOING!
Break free of a familiar pattern of generality or negativity by ASKING A NEW QUESTION such as HOW WOULD A TOP-PERFORMING EMPLOYEE ACT IN THIS SITUATION?
Use the "specific" approach of thinking about specific parts of the employee's job, or specific times and situations when his/her behavior CAUSES the most trouble. Now you might imagine that the bad work behavior is most counterproductive in a certain context. By focusing only on this context, you can rephrase your basic question in terms of HOW YOU WANT him/her to ACT in these specific circumstances!)
WRITE DOWN EXACTLY WHAT YOU MEAN AND WANT a subordinate or team member to do!
[3] Common problems in the workplace
(1) As you develop your skill at defining work-related problems with a "ground-level" focus, you will become more effective more quickly in your thinking about or discussing solutions to work-related problems.
Six basic questions to help you CREATE EFFECTIVE "ground-level" definitions:
1. What do I want him/her to do?
2. How would he/she act if he/she were a top performer?
3. In what situations is this problem most troubling to me?
4. Exactly what actions do I want him/her to perform?
5. How, when, where, and with whom do I want him/her to do it?
6. How much, or how many times, do I want him/her to do it and by what time deadline?
"REALITY" = What actions the employee is expected to perform described in concrete actions!
(2) Procrastination
(3) No follow-through
(4) Insensitivity
(5) Chauvinism
(6) Unprofessional behavior
(7) Low productivity
(8) Lack of initiative
(9) Resistance to change
Supervisors or team members should STATE THEIR REQUESTS IN TERMS OF SPECIFIC BEHAVIORS --- rather than ambiguous generalities --- in order to BLOCK RESISTERS from using some of their favorite escape routes!
When you talk in GENERALITIES, a "resister" can play dumb and act as though he/she does not know what you mean. Another option is for the resister to "misinterpret" what you meant, very likely in a way that he/she does not have to change. Or, the resister may publicly promise to go along with your request, but that is all he/she will do. Resisters know that your FAILURE to be SPECIFIC means you cannot legitimately blame him/her for failing to do exactly what you wanted!
Using "ground-level" language is the SINGLE BEST THING that you can do to improve your communications with others! WHEN PEOPLE KNOW EXACTLY WHAT YOU MEAN, THEY ARE MORE LIKELY TO DO IT!
3) Trade secrets
4) The world's most persuasive communication
5) Your hidden motivational resources
6) A field guide to resistance tactics
PART 2 --- SIX SIMPLE STEPS FOR GETTING RESULTS
7) Laying the groundwork
[1] STEP 1 --- SETTING THE CONTEXT
(1) Express sincere praise
(2) Reaffirm the relationship
(3) Keep your requests small
(4) Express confidence in agreement
(5) Be brief
[2] STEP 2 --- STATING YOUR REQUEST
(1) Don't give explanations
(2) Don't delve into the past
(3) Don't ask why
[3] STEP 3 --- EVALUATING THEIR RESPONSE
The "GUIDE" in chapter six (pages 125-146) will help you determine whether the resister's response is reasonable or resistant! Also, if you keep a list of the resistance tactics commonly used by your different work associates, you will have another reference to help you make this "classification decision."
Usually when a subordinate or team member cites some extenuating circumstances for WHY he/she CANNOT go along with your request, it is NOTHING MORE THAN AN EXCUSE, and you can CIRCUMVENT IT with the "Bamboo Technique" described in the next chapter.
Sometimes an employee or team member who always has an excuse comes up with a legitimate reason for why he/she cannot do as you ask. You need to carefully evaluate the plausibility of such statements, because sometimes they are reasonable. Only you, with your detailed knowledge of the situation, can make the judgment about the appropriateness of your request. In the same way, "arguments" also require careful analysis. When an employee or team member openly criticizes or disagrees with your request, you may be tempted to reject it as mere resistance. DON'T! LISTEN CAREFULLY AND SEE IF there is any validity to the points he/she is making.
If you determine that the subordinate or team member's statements about extenuating circumstance, or his arguments, are reasonable, then obviously you do not want to insist upon his/her compliance with your request. You would be making an exchange that is NOT IN YOUR SELF-INTEREST! You could be cutting yourself off from valuable feedback or new information. Instead of pursuing the change, ACKNOWLEDGE THE VALIDITY of the employee's point, thank him/her for stating it, and either withdraw or modify your request.
8) How to face resistance --- and win!
[1] STEP 4 --- CIRCUMVENTING RESISTANCE TO CHANGE
(1) The "Bamboo" technique --- The resilient bamboo plant provides a great model of HOW to react when confronted with resistance. when hit with the strong winds of a storm, it simply bends. Once the storm is over, the bamboo plant snaps back to its original position.
So, FIRST, BEND! Bend by acknowledging your subordinant's or team member's response to your request for a change. Then, "snap back!" Snap back by restating your request. It is that simple --- "BEND and then SNAP BACK!" (163-171]
This two-step technique is dramatically effective because it lets the resistance blow by, leaving your "change contingency" in place and unaltered!
Also, watch how the "Bamboo tactic" counters "name-calling" and many other labeling or "resistance tactics." It helps you CREATE change calmly!
1. Name-calling
Use the "IF . . . , THEN . . . " technique
2. Emotional displays
3. Old dogs
4. Criticizing the method
5. Trivialization
6. Wordfare
7. Implementing the "Bamboo Technique"
(2) Postpone extended discussion
(3) Agree to disagree
(4) Reinterpret their reaction
(5) Get a guarantee
(6) An ounce of prevention
The GOAL is to GET AGREEMENT by the resister within the five-minute deadline announced at the beginning of negotiation!
9) The bottom line
STEP 5 --- THE RESISTANCE CONTINGENCY
[1] Using the right language
[2] Carrots and sticks
[3] Maintain a calm, positive manner
[4] Planning for the "resistence contingency"
[5] What if they are still resisting?
[6] Enforcing the resistance contingency
STEP 6 --- CLOSURE
[1] Restate the agreement
[2] Getting verbal acceptance
[3] Build for the future
[4] Living up to your promises
POSTSCRIPT --- handling the most serious cases
PART 3 --- YOUR ACTION PLAN
10) Making change happen
Exercises to help leaders BREAK LOOSE FROM BAD HABITS and incorporate change-producing tools and
techniques into daily employment interactions. "Requirements" include five file folders and paper and pencils!
[1] Analyzing people's actions
THE CAUSES OF BEHAVIOR --- Write them down!
[2] Getting down to ground level
[3] Analyzing your relationships
[4] Identifying your resources
HANDLING DIFFICULT REQUESTS
[5] Determining the value of your resources
(1) Supply and demand
(2) Timing
[6] The world's most persuasive communication --- The basic tool for producing change is the "IF-THEN" Contingency
IF-THEN CONTINGENCY --- By specifying the action a supervisor or team member wants AND by being specific about the "rewarding consequences" in the "THEN" part of the contingency, an employee's behavior will change quickly!
MAKING TRADES
[7] Identifying resistance
(1) Patterns
(2) Reacting to resistance
[8] Taking your first steps
(1) Bambooing technique to change behavior!
(2) Rewarding yourself!
[9] Finale
Book Source: (Overcoming Resistance to Change)
[4] REINVENT YOURSELF --- THE TEN RULES OF CHANGE
Self-change is tough, but it is not impossible.
Change does not have to be traumatic. After 25 years of research, it is clear that TEN PRINCIPLES and 23 STRATEGIES encompass all "self-change" strategies!
To increase the overall probability of success, you can divide a behavior that you want to change into parts and learn each part successively.
The process of changing from what you are to what you would like to become can be either arduous and frustrating or easy and rewarding. The effort required for both paths is the same. Choose the first and you will probably recycle yourself endlessly.
If you apply these 10 principles dilligently, change will become an absolute certainty for you. The CHOICE is yours!
1) ALL BEHAVIORS ARE COMPLEX! Change occurs in three stages:
1st STRATEGY = Break down the behavior!
Almost all behaviors can be broken down. Separate your desired behavior into smaller, self-contained units.
For example, write down major work goals (duties) and then prioritize them by dividing them into a continuum from most important or urgent to least important or urgent.
2) CHANGE IS FRIGHTENING! --- All people resist change because the FEAR of the unknown. This can result in people clinging to status quo behaviors --- no matter how bad they are.
2nd STRATEGY =Examine the consequences!
Compare all possible consequences of both your status quo and desired behaviors. If there are more positive results associated with the new behavior, your fears of the unknown are unwarranted!
For example, you can change your scary feelings and anxiety associated with your work into positive, playful feelings if you examine the consequences of your work behavior.
3rd STRATEGY = Prepare your "observers" or friends who will help you change!
New behaviors can frighten the people observing them, so introduce them slowly.
4th STRATEGY = Be realistic!
Unrealistic goals increase fear! Fear increases the probability of failure!
3) CHANGE MUST BE POSITIVE!
Reinforcement --- not punishment --- is necessary for permanent change!
Reinforcement can be intrinsic, extrinsic or extraneous. At least one type of reinforcement must be present for self-change, and two would be better than one, and three would be best!
5th STRATEGY = Enjoy the act!
Intrinsic reinforcement occurs when the act is reinforcing!
6th STRATEGY = Admire the outcome!
An act does NOT have to be enjoyable when the end result is extrinsically reinforcing.
7th STRATEGY = Reward yourself!
Extraneous reinforcement is NOT directly connected to the act or its completion.
4) BEING IS EASIER THAN BECOMING!
Uncomfortable change becomes punishing. Rational people do not continue activities that are more painful than they are rewarding!
8th STRATEGY = Take baby steps!
Write down the behavior you want to change. Then, to the right, write your goal! Draw four lines between the two and and write a progressive step on each that takes you closer to your goal!
9th STRATEGY = Simplify the process!
Methods of changing are often unnecessarily complicated and frenetic. Through simplicity, clarity arises.
10th STRATEGY = Prepare for problems!
Perfect worlds just do not exist and neither do perfect learning situations.
5) SLOWER IS BETTER!
Everything has its own natural speed. Frequently, when behavior is altered, unpleasant things happen. But change is most effective when it occurs slowly, allowing behaviors to become automatic.
11th STRATEGY = Establish calm!
Life is like a stirred-up lake. If you allow it to calm and let the mud settle, the water will clear. The same is true for change.
12th STRATEGY = Appreciate the path!
It is good to have a purpose in life. But it is the journey toward the purpose that matters most. Your journey or path should be as rewarding as the goal!
6) KNOW MORE, DO BETTER!
Surprise spells disaster for people seeking change. By knowing more about the process of change, you can control it better.
13th STRATEGY = Monitor your behaviors!
Research suggests that you only need to be aware of the new behavior you desire rather than both your current and desired behavior at the same time!
14th STRATEGY = Request feedback!
Reflecting on personal experiences with others is the key to successful change. But since complimenting new behavior on the part of a friend also implies that you disliked the old habit, it could make you feel uncomfortable. For example, it might make you uncomfortable to tell a friend that it is nice that you stopped being a jerk. But if you give your friends permission to give you genuine feedback concerning certain habits, you will get it!
15th STRATEGY = Understand the outcome!
Success is satisfying, and if you know why you succeeded or failed, similar strategies can be applied when changing other behaviors.
7) CHANGE REQUIRES STRUCTURE!
Many people view "structure" as restrictive, something that inhibits spontaneity. While spontaneity is wonderful for some activities, it is a predictable way of sabotaging change!
16th STRATEGY = Identify what works!
Classify all activities and materials you are using as either helpful, neutral, or unhelpful in achieving your goal. Eliminate unhelpful ones, make neutrals into positives, and keep or increase the positives!
17th STRATEGY = Revisit your plan regularly!
Everyday review how and why you are changing and the consequences of success and failure. Repitition increases the probability of success.
18th STRATEGY = Logically sequence events!
It is important to "sequence" in order of level of difficulty or timing the aspects associated with learning a new behavior.
8) PRACTICE IS NECESSARY!
Practice is another key approach to changing "conscious experience" because it makes new behaviors or habits automatic and a natural part of who you are. The majority of failures occur because this principle is ignored.
19th STRATEGY = Use helpers!
20th STRATEGY = Practice in many settings!
If you want to use a new behavior in different environments, practice it in those or similar settings. This "dubbing principle" is called "generalization," which is critical in maintaining new behaviors!
9) NEW BEHAVIORS MUST BE PROTECTED!
Even when flawlessly performed, new behaviors are fragile and they disappear if unprotected.
21st STRATEGY = Control your environment!
Environmental factors such as noise and level of alertness may interfere with learning new behaviors. After identifying what helps and what hinders, increase the helpers and eliminate the rest.
22nd STRATEGY = Use memory aids!
Because new behavior is neither familiar nor automatic, it is easy to forget. Anything that helps memory is beneficial.
10) SMALL SUCCESSES ARE BIG!
Unfortunately, plans for big successes often result in big failures. Focus instead on a series of small successes. Each little success builds your reservoir of self-esteem. But one big failure can devastate it!
23rd STRATEGY = Map your success!
Approach each step as a separate "mission" and you will eventually arrive at your goal.
Book Source: (Reinvent Yourself)
[5] YOU CAN BANISH BUREAUCRACY BY USING THE FIVE
STRATEGIES FOR REINVENTING YOUR GOVERNMENT JOB!
Reinvention is not just about reform, nor is it simply synonymous with downsizing, or privatization, or cutting
waste and fraud.
It is much deeper, like changing the DNA of public organizations --- so you will habitually
innovate and continually improve your organizational performance levels
without having to be pushed from outside your organization!
The "FIVE Cs" for successfully "reinventing" government:
1) The "Core Strategy" --- to help you create clarity of purpose
as a leader;
2) The "Consequences Strategy" --- to introduce consequences
for the performance of all your public employees;
3) The "Customer Strategy" --- to make public employees accountable
to their customers (the public);
4) The "Control Strategy" --- to empower your organization and your
public employees to innovate; and
5) The "Culture Strategy" --- to change the habits, hearts and minds
of your public employees.
Book Source: (Banishing Bureaucracy)
[6] LEADING CHANGE
1) TRANSFORMING ORGANIZATIONS --- Why do organizations fail?
2) EIGHT ERRORS OF LEADERSHIP:
[1] Allowing too much complacency:
[2] Failing to create a sufficiently powerful guiding coalition
[3] Underestimating the power of vision
[4] Undercommunicating the vision by a factor of 10 (or 100 or even 1,000)
[5] Permitting obstacles to block the new vision
[6] Failing to create short-term wins
[7] Declaring victory too soon
[8] Neglecting to "anchor" changes firmly in the "organizational culture"
3) FIVE PREDICTABLE CONSEQUENCES:
[1] New strategies are not implemented well
[2] Acquisitions do not achieve expected synergies
[3] Reengineering takes too long and costs too much
[4] Downsizing does not get costs under control
[5] Quality programs do not deliver hoped for results
With awareness and skill, the eight errors can be avoided or at least greatly mitigated. TheKEY lies in understanding
WHY organizations RESIST needed change.
What exactly is the "multistage process" that can overcome destructive inertia?
How does the "leadership" required to drive the change process in a socially healthy way differ from good "management?"
4) THE EIGHT STAGE PROCESS OF CONTROLLED CHANGE:
[1] Establishing a sense of urgency
[2] Creating the "guiding coalition"
[3] Developing a vision and strategy
[4] Communicating the"change vision"
[5] Empowering employees for broad-based action
[6] Generating short-term wins
[7] Consolidating gains and producing more change
[8] Anchoring new approaches in the "culture"
5) IMPLICATIONS FOR THE 21ST CENTURY
[1] The organization of the future
[2] Leadership and lifelong learning
(1) The value of competitive capacity
(2) Habits of the "lifelong learner"
(3) 21st century careers
(4) That necessary leap into the future
CONCLUSION --- True leaders are driven by an ethical sense of being right and doing good for their organization or community!
[1] Leaders who are attempting to grow, to become more comfortable with change, to develop leadership skills, are typically driven by a sense that they are DOING WHAT IS RIGHT for themselves, their families, and their organizations.
[2] That SENSE OF PERFORMANCE spurs them on and inspires them during rough periods. And those leaders who are at the top of organizations today --- who encourage others to leap into the future, who help them overcome natural fears, and who thus expand the leadership capacity in their organizations, provide a profoundly significant service for the entire human community!
Book Source: (Leading Change)
[7] HEART OF CHANGE
Getting to the heart of how to make change happen:
Most leaders don't handle large scale organizational change well. They make predictable mistakes and they make the mistakes mostly because they have little exposure to highly successful transformations (i.e., the adoption of new technologies, major strategic shifts, process reengineering, mergers and acquisitions, restructurings into different sorts of work units, attempts to significantly improve innogation, and cultural change.
The single most important message of the research is:
People CHANGE WHAT THEY DO LESS BECAUSE THEY ARE GIVEN ANALYSIS that shifts their thinking than because they are SHOWN A TRUTH THAT INFLUENCES THEIR THINKING!
This is especially so in large-scale organizational change, where you are dealing with new technologies, restructurings, new strategies, cultural transformation --- whether in an entire organization, an office, a department, or a work group!
In an age of turbulence or CHANGE, when you handle this reality well, you win!
If you handle it poorly, it can drive you crazy, cost a great deal of money, and cause a lot of pain!
These lessons come from two sets of interviews, the first completed seven years ago and the second within the last two years.
1 ) Increase urgency
2) Build the guiding team
3) Get the vision right
4) Communicate for "Buy-In"
5) Empower action
6) Create short-term wins
7) Don't let up
8) Make change stick
CONCLUSION --- "We see, we feel, we change!"
Book Source: (Heart of Change)
[8] YOU CAN USE THE POWER PRINCIPLE TO CHANGE WITH HONOR
How Can You Change --- with Honor?
(1) A deathbed confession
(2) If you want to change, but don't know how
(3) Awakening starts the process
The known pain exceeds the unknown pain of change
Assessing the balance between desire and pain
(4) Reshape your thinking and your behavior
1st: Learn about alternatives
2nd: Get help from others
3rd: Develop the desire for something different
4th: Recognize you have an opportunity to choose
5th: Make the decision to change
6th: Take a leap of faith
(5) Stabilize new ways
(6) Can I change anything? Everything?
(7) But it seems so hard --- Awareness that "life is difficult" makes it possible to cope
(8) Learning to let go
(9) What are you still carrying?
(10) You can change too
(11) Where do I go from here?
(12) Assessing your readiness for change
Book Source: (The Power Principle)
[9] YOU CAN EXCEL IN TIMES OF CHANGE!
Understanding the basics of change:
1) Learning how to deal with change:
What have we really learned about dealing with change? --- CHANGE CAUSES STRESS!
When your security is threatened, or when you don't know what's coming next, you respond
by feeling anxious or by worrying. This ANXIETY is what causes STRESS!
And STRESS isn't the only culprit of which we are the victim. What is at the root of
insecurity? CHANGE!
What is always found close to any problem of deep anxiety? CHANGE!
Or, something that should change, but is NOT CHANGING!
What is one of the basics of human life that all people want most, fear most, and need most?
CHANGE! What is the only absolutely certain human condition that will exist from the
moment of birth throughout your entire lifetime to the moment of death? CHANGE!
So it is unfortunate that you were taught so little about CHANGE. Learning about
change has been left up to two of the most difficult teachers we all have --- EXPERIENCE
and CHANCE! And even though you have gained some experience, it is time now as
you read this to take the results of changes in your life out of the hands of CHANCE!
2) Living in a time of change
Personal exercises --- How you dealt with changes in the past
(1) How you dealt with changes in the past
(2) Your pattern of dealing with change
(3) Your objectives
3) Getting a clear perspective on change
Book Source: (You Can Excel in Times of Change!)
[10] MANAGING CHANGE
Book Source: (Managing Change)
[11] MASTERING THE INFORMATION AGE ---
A COURSE IN WORKING SMARTER, THINKING BETTER, AND LEARNING FASTER
Mastering the "Information Age" can transform your life!
You have only two choices:
[1] You can stay as you are and be overwhelmed by the tidal wave of change!
2] Or, you can begin to make the improvements in your life to help you stay ahead of the change!
1) Become a master = What the "Information Age" means and why it challenges you!
What is a "Master?" (p11-27)
2) Believe in your success = Learning how to identify and transform negative beliefs about
your beliefs and intelligence into positive beliefs that support your learning and thinking. (p28-52)
3) Enter the learning state = What is "peak performance" as it relates to learning and
intelligence? (p53-82)
4) Use your peak intelligence = How to sharpen your senses and use your intuition in dealing with information. (p83-114)
5) Develop the memory habit = How you can enhance your memory through a four-step program and also alleviate "memory overload". (115-147)
6) Think critically about information = How to think better and analyze information for accuracy
and logic. (p148-168)
7) Active reading --- Learn to be a more intelligent reader = How you can define your
"target zone" so you won't waste time sorting through useless or irrelevant
information and how to "preview" reading material. (p169-187)
8) Double your reading speed = You can double or triple your reading speed by
learning powerful reading techniques that can enable you to increase your speed of
information gathering. (p188-217)
9) Grokking = Go for the gold --- Learn more fast reading skills. (p218-248)
10) Overcome "research anxiety" = How to reduce the nervousness or terror of
using libraries, online Internet databases, CD-ROM databases, and other sources. (p249-280)
11) Share information effectively = (p281-302)
Book Source: (Managing Information)
[12] YOU CAN IMPROVE YOUR WORK
PERFORMANCE BY CHANGING YOURSELF!
Behavior Change and Self-Management
1) Behavioral technology has helped managers improve the performance of
their individual departments and the overall organization. In each case, however,
a key ingredient precedes the improvement. That is, the manager's own behavior
must change!
2) To repeat, the use of behavioral technology in organizations can be successful
only IF managers are willing to change their own behavior first. Behavioral
technology thus becomes a system of self-management.
3) Behavioral technology forces managers to examine performance problems and
examine how their own behavior might be causing those problems!
They may be inadvertently reinforcing the wrong work behavior of employees,
failing to acknowledge improvements in performance levels, mistiming
reinforcement or punishment, improperly using feedback systems, or any of the
small steps they might take that would have a big impact on employee behavior.
4) Managers who follow the behavioral techniques described in this book will find not only that their own
behavior will change, but that such behavior change pays off twice --- in improved employee
morale and improved productivity!
Any technique that brings about these two results should be incorporated into every
manager's "tool kit" of effective leadership ideas.
Book Source: (How to Improve Human Performance)
[13] YOU CAN DEAL WITH CHANGE IN YOUR WORK AND LIFE
BY USING THE AMAZING "WHO MOVED MY CHEESE?" STRATEGIES!!
Book source: (Who Moved My Cheese?)
[14] YOU CAN ADOPT THE SEVEN HABITS OF HIGHLY
EFFECTIVE PEOPLE TO MASTER PERSONAL CHANGE
Book Source: (Seven Habits of Highly Effective People)
[15] YOU CAN BUILD A SUCCESSFUL HIGH
PERFORMANCE BUSINESS BY STRATEGIC PLANNING
Book Source: (Successful Strategic Planning)
[16] CREATE CORE TRANSFORMATION BY FOCUSED REMEMBERING
INTRODUCTION --- Finding the way to the "wellspring" within
SECTION 1) Mapping out the territory --- keys to "core transformation"
SECTION 2) The core state exercise --- the "heart" of the core transformation
process
SECTION 3) Growing up a part and bringing it fully into your body --- making "core
states" more accessible
SECTION 4) Completing the process with "all parts" --- working with every aspect of an issue
SECTION 5) The complete "core transformation" exercise --- doing it from A to Z
SECTION 6) Parental timeline "re-imprinting" --- bringing "core states"
to your past, present and future
SECTION 7) Enhancing your results --- making a good thing even better
Core Transformation and "spirituality" --- finding the "GOD WITHIN"
(1) Looking for "GOD" in all the wrong places
(2) Three spiritual truths --- The message of "oneness," the message of "acceptance and compassion," and "alignment" with a greater whole purpose in life
Integrating "Core Transformation" into your life --- Most important is remembering
that this is a joyful, easy, uplifting process, designed to assist you in discovering your own "light" within what you thought was "darkness!"
Book Source: (Core Transformation)
[17] SUPERVISING CHANGE BY
UNDERSTANDING WHY EMPLOYEES RESIST CHANGE
Understand WHY people RESIST change!
1) Self-interest
2) Misunderstanding and lack of trust
3) Different assessments
4) Low tolerance for change
5) Social arrangements
Book Source: (How to Supervise People through Others)
[18] PROMOTING YOURSELF BY ADAPTING TO CHANGE
1) Reinventing your job
[1] Figure out what you want
[2] Schedule a meeting with your supervisorl
[3] Ask your supervisor to analyze your skills and potential
[4] Present your own views
[5] Go for it!
[6] Don't expect radical change immediately
2) Creating your own new job --- to create a new job for yourself, know your
organization and know yourself. And spot needs where no one thought they existed before!
3) It's not where you start, it's where you end up--- the keys of successful
change are an insatiable curiosity, acceptance of the need for change, being faced
with a situation where luck or crisis spurs you on, having a sage supervisor or mentor!
Book Source: (Promoting Yourself)
[19] FISH TALES CAN HELP YOU TRANSFORM YOUR WORKPLACE AND LIFE
Book source: (FISH TALES)
[20] YOU CAN CHANGE YOUR LIFE
BY CHANGING YOUR BRAIN CHEMISTRY
What Makes a Good Manager?
1) For those who have eyes, let them see --- images into the mind!
2) Carving knives and tooth fairies --- A prelude to the brain and behavior
3) Looking into love and depression --- The "Deep Limbic System"
4) Enhancing positive thought patterns and strengthening connections --- Deep Limbic
system prescriptions
5) Looking into anxiety and fear --- The "Basal Ganglia"
6) Mastering fear --- Basal Ganglia prescriptions
7) Looking into inattention and impulsivity --- The "Prefrontal Cortex"
8) Becoming focused --- Prefrontal Cortex prescriptions
9) Looking into worry and obsessiveness --- The "Cingulate System"
10) Getting unstuck --- Cingulate System prescriptions
11) Looking into memory and temper --- The "Temporal Lobes"
12) Enhancing experience --- Temporal Lobe prescriptions
13) The dark side --- Violence --- a combination of problems
14) Brain pollution --- The impact of drugs and alcohol on the brain
15) The missing links --- Drugs, violence, and the brain
16) I love you and I hate you, touch me, no, don't, whatever --- Brain patterns that
interfere with intimacy
17) Help! --- When and how to seek professional care
18) Who is Andrew really? --- Questions about the essence of our humanity
19) Brain "Dos" --- A summary of ways to optimize brain function and break bad brain habits
Book Source: (Change Your Brain, Change Your Life)
[21] NEVER WRESTLE WITH A PIG AND NINETY
OTHER IDEAS TO BUILD YOUR BUSINESS AND CAREER
Book Source: (Never Wrestle with a Pig)
[22] YOU CAN DEAL WITH PEOPLE YOU CAN'T STAND
AND BRING OUT THE BEST IN PEOPLE AT THEIR WORST
Book Source: (Dealing with PeopleYou Can't Stand)
[23] YOU CAN THRIVE ON CHANGE
Book Source: (Flexibility Factor)
[24] BRAIN LOCK ---
YOU CAN CHANGE YOUR BRAIN CHEMISTRY IN FOUR CONSCIOUS STEPS
1) You can gain better control over your responses to your own thoughts and feelings, which makes day-to-day living much happier and healthier --- in spite of having Obsessive Compulsive Disorder ("OCD") symptoms.
2) You can change your behavior by changing your "faulty" brain chemistry, since that is what causes the intense discomfort of "OCD" symptoms.
Since it has been scientifically proven that the brain chemistry for this serious psychiatric
condition is changed through the practice of the "four-step" plan, YOU CAN CHANGE your own brain
chemistry by altering your responses to many other "bad habits," which can lessen the intensiveness
and intrusiveness of the unwanted habits and behaviors, making them easier to break!
Step 1. RE-LABEL --- You must recognize that the intrusive obsessive thoughts and urges are
the RESULT of OCD. You must call the intrusive thought or urge to do a troublesome
compulsive behavior exactly what it is! It is an "obsessive" thought or a "compulsive" urge.
You must develop the ability to recognize the difference between the unpleasant feelings that "OCD" symptoms
cause and reality.
Step 2. RE-ATTRIBUTE --- You must realize that the intensity and intrusiveness
of the thought or urge is CAUSED by OCD, which is probably related to a
"biochemical imbalance" in the brain . You must ask the question, "Why
does this keep bothering me?" And, you must answer it by accepting that you have a medical
condition called "OCD."
Step 3. RE-FOCUS --- You must work around the OCD thoughts by
focusing your attention on something more constructive, at least for a few
minutes. Do another behavior by "shifting gears" and performing an
alternative, wholesome behavior. You can actually repair the "gearbox"
in your own brain by learning how to "RE-FOCUS" in a consistent way!
This is where the hardest work is done and where the change in brain
chemistry takes place. As you recognize "OCD" thoughts as "false"
messages. However, things come together very quickly, resulting in an almost automatic
response.
Step 4. RE-VALUE --- Don't take the "OCD" thought at face value.
It is not significant in itself. You must "RE-VALUE" those thoughts and
urges when they arise. You will learn to "devalue" unwanted obsessive
thoughts and compulsive urges as soon as they intrude. You will come to see intrusive
"OCD" symptoms as the "garbage" they really are!
Book Source: (Brain Lock)
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