xvii) Feelings & Emotions

Not acknowledging that change is fundamentally about feelings and emotions, and then not developing ways to handle it. Remember: in the contest of people's hearts and minds, emotion easily defeats analysis

"...People don't care how much you know until they know how much you care..."

Annette Simmons, 2002

. Not realizing how contagious emotions are; similar to a virus spreading. For example, work by Christakis and Fowler (2008) found that if a subject's friend was happy, that subject was 15% more likely to be happy too; if the friend's friend was happy, the original subject was 10% more likely to be so. Even if the subject's friend's friend - entirely unknown to the subject - was happy, the subject still got a 5.6% boost. The happiness chain also worked in the other direction, radiating from the subject out to the friends. The happiness dividend is more powerful if 2 people not only know each other but also are equally fond of each other. The happiness is more infectious in mutual relationships (in which both people name the other as a friend) than in unreciprocated ones (in which only one is named). Furthermore, they found that the relationship was more important than the environment.

. Not realising that it is the integration of the "head, heart and mind" that is critical

. Not getting people ready for the change process

. Strong patterns of loyalty in the old system are not addressed or acknowledged

. Career paths and reward systems do not reflect the "new" way

. Values, expectations, identities and roles (including competencies) are rooted in the old system

. Peer group pressure restricts the change process

. Employment of tactics that only change the situation but do not help people make the psychological reorientation that is vital in effecting the transition


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