If you like to read as much as listen, you can get the transcript of the show here.
In this episode we are continuing our exploration of change. This is the second part of our series on change. And today we are taking this a step further and talking about change or changes within an organization.
According to research, 70 percent of the changes organizations attempt to make never last. Change puts us squarely into this very familiar interaction between the villain, the victim, and the hero. The change agent is almost always seen as the hero. So what does that leave for the other people? Do you like people wanting to change you? So people who are already in resistance, if you’re heading out the door to change them, to bring them in, to get them on board, of course they’re going to resist more.
We receive that as, “There’s something wrong with me,” not that I might change something about my behavior, which is the difference between criticism and feedback. Criticism is an attack on a person’s being and feedback is you can change a measurable behavior. But so many of us have gotten those two merged together in our past that we hear whatever is coming at us as criticism.
One step at a time may be the best choice. So when we look at organizational change and at organizations that want to move the needle in their culture, maybe they have a toxic environment or something they’re wanting to shift in people’s departments. It really is about those behaviors. They’re measurable. And what are we currently committed to, so knowing where you’re beginning based on the results, and then what do we want our commitments to be moving forward? That is so powerful.
Listen in to hear Daphne’s theory on why change doesn’t stick while Katie gives us the question to ask ourselves and our teams to make it last.