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I spend a good chunk of 2014 thinking about (and being frustrated by) change.  My musings were centered on the question: Why people resist a lucrative change initiative? (e.g. you will work less and still produce more.)

In my previous post (Ingredients of Change) I attempted to make an exhaustive list of factors that encompass a change initiative. However, the crux of change, or the most difficult part of change, is convincing (to the heart) and motivating people to submit to your initiative. As I recently discovered, that process is all about changing the perception. As Luc de Brabandere calls it, its to change twice. Forgetting to chance the perception will result in failure.

Change of Perception is a discontinuous process 

The word “perception” derives from latin roots per (entirely) + capere (take.) I think the ethnology of the word beautifully implies a precise meaning.  You either get it or not, its IN or OUT, BLACK or WHITE (no gray). Now  Brabandere’s definition makes a perfect sense: perception is not a continuos process. Its a discontinuous process. It happens all of a sudden or it doesn’t happen at all an all your work fails.

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Now I feel one step closer to understanding change mgmt. Look at some failed M&A cases. In 2005 eBay bought Skype. As rumor has it, both companies never aligned their perceptions on how each company work, and the M&A did not work out. But in 2011 Microsoft successfully bought the company and has been operating it happily since then.

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