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

"...people will forget what you said. People will forget what you did. But people will never forget how you make them feel..."

. 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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