Framework 81 Flipping The Switch On Change (8 Es)


With a focus on digital disruption and technological advances, we are losing the value of genuine human connection. Yet people are more important in handling change than technology; the latter is a tool.

There is a conundrum, ie

"...We hate change yet dread tomorrow will remain the same. However, the fear of the unknown overshadows the certainty of the status quo. People find comfort in the familiar. We are pre-programmed to resist change. Major advances in neuroscience show us that the blood flows to the prefrontal cortex, causing of a physical response every time we experience change. Any changes is considered a threat and our brains instinctively protect us from harm. On the flipside it is our nature to evolve. Through neuroplasticity, our brain can adapt and change when we create new neural patterns and learn new things..."

Ginger Nocom 2019

Eight change management essentials (8 Es)

1. Empathy (capacity to understand what other person is experiencing and placing oneself in their shoes; empathy encourages meaningful conversations and builds trust; trust increases commitment and makes people more willing to embrace change)

2. Engagement (engaging can start with listening, acknowledging employees' concerns and providing feedback; engaged staff are more productive)

3. Environment (need to create a positive and safe environment for staff to change; need to set the stage; we are a product of both our environment and genetical make up; importance of culture and leaders "walking the talk")

4. Expectations (managing expectations involves understanding what to expect and when to expect it; open dialogue and providing realistic, achievable promises; need to reduce conflict, mis-trust and disappointment)

5. Experiment (using iterative, experimental design to quickly introduce an idea and gather feedback, allowing testing and learning so that implementing effective solutions and scrapping others)

6. Equip (staff need to be equipped with the right skills for success and to build a culture of change agility and change resilience

"...Change agility is an individual's or organisation's ability to anticipate and adapt to change. Change resilience is the ability to recover from setbacks, adapt well to change and to keep going in the face of adversity..."

Ginger Nocom 2019

7. Empower (empowered staff result in better performance, productivity and commitment; allow staff to make decisions and to get things done; this involves trusting staff, believing in them and supporting them; empowered staff

"...more likely to go the extra mile, have a can-do attitude, embrace change, and influence others to do the same..."

Ginger Nocom 2019

8. Experience (past experience with change determines future attitudes to change;

"... As an individual level, change experience can cause disengagement, frustration, resistance and cynicism. At an organisational level, it can result in higher turnover, declining productivity, increased absenteeism, and negative morale..."
Ginger Nocom 2019

NB "...engaged employees are 40% more productive than disengaged employees while inspired employees are 125% more productive than engaged employees..."

Bain and Company as quoted by Ginger Nocom 2019


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