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    Quickest Rate of Change - Part 2

    By Mark McCatty, Leadership & Team Advisor

    In a previous blog, we discussed the first 2 maxims of change. The first maxim [people do not resist change; they resist being changed] helps us understand the second axiom [in every change some people will be unhappy with some facet of the change]. The key for change acceptance then is to recognize that successful change must not be focused on changing people, but rather on helping people to be part of the change. Let’s focus this blog on generating more constructive emergent change that will encourage people to actually lead positive constructive efforts.

    There are two types of change that organizations deal with. The two types of change are planned change and emergent change. Planned change is top-down and mainly driven by management. While emergent change is bottom-up and comes mostly from employee levels.   

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    Quickest Rate of Change

    By, Mark McCatty

    There are two types of change that organizations deal with. The two types of change are planned change and emergent change. Planned change is top-down and mainly driven by management. While emergent change is bottom-up and comes mostly from employee levels.

    Planned change is compelled by a business need that the management structure observes. The desire of management is that those responsible for implementing the change will understand, accept, and be fully devoted to carry-out the change initiative.

    Emergent change is driven from lower in the organization. Emergent change, at this level, is driven by those lower in the organization while the change needs to be supported by those higher in the organization. Support from those at the top is needed because it’s those individuals that have the authority and capability to support the emergent change effort – or quickly kill it.

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    The Challenge for Change Remains the Same

    I was speaking with a group of non-profit leaders recently and we had a very interesting conversation about organizational change. From our discussions I learned that non-profit organizations have the very same struggles that other organizations have. These leaders shared some frustration with the fact that there is some hesitation to accept and adopt to change, even among those we would call engaged employees. This is the same frustrations I’ve heard for years  from leaders in manufacturing, financial institutions, and higher education/university work environments.

    There are two types of change that organizations deal with. The two types of change are planned change and emergent change. Planned change is top-down and mainly driven by management. While emergent change is bottom-up and comes mostly from employee levels.

    Planned change is compelled by a business need that the management structure observes. The management group decides that a change is required to support business values. These business values may be related to safety, productivity, customer satisfaction, quality, or budget/profit. The expectation is that the decided change must be implemented in order to achieve the desired positive outcome goals for the organization. The desire of management is that those responsible for implementing the change will understand, accept, and be fully devoted to carry-out the change initiative.

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    The Slower Pace of Change

    A frequent conversation with managers recently is that of dealing with change. There is a great deal of frustration among organizational leaders, and money wasted by these organizations when implementing good, well-meaning change. Yet it seems that even when the change is clearly beneficial – like keeping employees safer – there is still a significant force of resistance to accepting and implementing the new changes.

    Rhetorical question: Why would someone refuse to follow rules that will keep them safer?

    Change

    What we know about change is that somebody will resist it.

    ~Mark McCatty

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    As a leadership and team advisor, I have helped numerous organizations, through speaker presentations, group training, and individual coaching, to meet the challenge of creating engaging and purposeful work environments. 

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