In psychology, the theory of planned behavior is a theory about the link between attitudes and behavior. It was proposed by Icek Ajzen as an extension of the theory of reasoned action. It is one of the most predictive persuasion theories. It has been applied to studies of the relations among beliefs, attitudes, behavioral intentions and behaviors in various fields such as advertising, public relations, advertising campaigns and healthcare.
From: http://ping.fm/j9pnf
THE INTERACTIVE COACHING PROGRAM
THE FUNDAMENTAL COACHING PROGRAM
THE CAREER PROGRAM
THE WEALTH PROGRAM
THE RELATIONSHIP PROGRAM
Change starts with One
Seventy percent of organisations that seek strategic change fail. Organisations can't change because individuals don't change. Individuals don't change because powerful mental maps stand in their way. Black and Gregersen in "It Starts With One" offer a powerful, start-to-finish strategy for helping people redraw their mental maps and unleash their power to deliver superior, sustained strategic change.
To change organisations, you must break through your own brain barrier and help those around you do the same. One step at a time. A deep change in individuals can embed into the culture of the many. Every significant movement in history has been led by one or just a few individuals with a small minority of energetic supporters.
www.thechangesamurai.com
To change organisations, you must break through your own brain barrier and help those around you do the same. One step at a time. A deep change in individuals can embed into the culture of the many. Every significant movement in history has been led by one or just a few individuals with a small minority of energetic supporters.
www.thechangesamurai.com
Crisis and Opportunity
The Chinese word for change is wei ji.
It means two things.
Crisis and Opportunity.
You choose!
Culture..a driving force to a better situation
In "Organizational Culture and Leadership', Edgar H Shein discusses the clearly obvious fact that culture change is rarely the primary change goal...the reason being that culture normally changes for a reason...a driving force to create a better situation, largely based on the current undesired situation.
One problem with culture change is that the organisation is itself a result of the many sub cultures in departments and the further micro cultures of the individuals. To change a corporate culture is in essence a very complex and lengthy process, despite the fact that the human brain has the acute ability to change at the flick of a switch. Habit's, laziness and fear become the treacle that change has to move through as we agonisingly attempt to change culture. I can loose weight tomorrow by eating less and exercising... its simple, uncomplicated and logical even. But easy...no way?
Who is it that actually defines the culture? Is it designed, copied or does it evolve? Perhaps all of these. Organisations decide that they need to change and design a culture that fits their image. Often this is copied from observation of what works best in other organisations. But over time the culture is challenged, twisted and drained as senior executives come and go, sub-cultures dominate enterprise cultures and critically, people begin to object to a corporate culture that has been enforced onto them...challenging their personal sovereignty.
Forcing people to unlearn so that there is space for the new to enter is somewhat akin to asking a bullet to stop and go back the way it came. Anything that challenges our personal identity is a threat, because we think we know what is best for us...but it is worse when we are faced with the fact that other people think they know what is best for us. Enter "Resistance"!
However, not all change should be taken so personally. Every now and again some change theory needs a bit of a wack on the head, so I am challenging the WIIFM theory of "What's in it for me? Why does there have to be something in it for me every time there is a change? Why is it that I behave so negatively towards the company that is rewarding me with a wage in exchange for my skills? Perhaps we should stop complaining about change, create positive conversations and focus on the fact that sometimes...just sometimes....we have to embrace change because of WIIFTC...in other words "Whats In It For The Company!"
You see, as a change practitioner part of my role is to tenderly support people as they move from what is, to what will be. But I want to do this with trust and transparency. So I'll tell you exactly how it is...listen to your points of view...work with you to incorporate your views where possible...and then support you as we move together through the transformation. But I won't bring a box of tissues and spend my time walking on eggshells. Change Management .... nay Change LEADERSHIP, is about fronting up, handling the pain, turning it into joy and reinforcing the transformation with passion.
So culture change does have a driving force. That driving force is to shake us out of the present so that we don't stagnate. To provoke the status quo so that we don't grind to a halt and to ensure that we maximise the wonderful gifts that we have as human beings by not falling into negative habits that only serve to hinder our personal and professional progress.
www.thechangesamurai.com
One problem with culture change is that the organisation is itself a result of the many sub cultures in departments and the further micro cultures of the individuals. To change a corporate culture is in essence a very complex and lengthy process, despite the fact that the human brain has the acute ability to change at the flick of a switch. Habit's, laziness and fear become the treacle that change has to move through as we agonisingly attempt to change culture. I can loose weight tomorrow by eating less and exercising... its simple, uncomplicated and logical even. But easy...no way?
Who is it that actually defines the culture? Is it designed, copied or does it evolve? Perhaps all of these. Organisations decide that they need to change and design a culture that fits their image. Often this is copied from observation of what works best in other organisations. But over time the culture is challenged, twisted and drained as senior executives come and go, sub-cultures dominate enterprise cultures and critically, people begin to object to a corporate culture that has been enforced onto them...challenging their personal sovereignty.
Forcing people to unlearn so that there is space for the new to enter is somewhat akin to asking a bullet to stop and go back the way it came. Anything that challenges our personal identity is a threat, because we think we know what is best for us...but it is worse when we are faced with the fact that other people think they know what is best for us. Enter "Resistance"!
However, not all change should be taken so personally. Every now and again some change theory needs a bit of a wack on the head, so I am challenging the WIIFM theory of "What's in it for me? Why does there have to be something in it for me every time there is a change? Why is it that I behave so negatively towards the company that is rewarding me with a wage in exchange for my skills? Perhaps we should stop complaining about change, create positive conversations and focus on the fact that sometimes...just sometimes....we have to embrace change because of WIIFTC...in other words "Whats In It For The Company!"
You see, as a change practitioner part of my role is to tenderly support people as they move from what is, to what will be. But I want to do this with trust and transparency. So I'll tell you exactly how it is...listen to your points of view...work with you to incorporate your views where possible...and then support you as we move together through the transformation. But I won't bring a box of tissues and spend my time walking on eggshells. Change Management .... nay Change LEADERSHIP, is about fronting up, handling the pain, turning it into joy and reinforcing the transformation with passion.
So culture change does have a driving force. That driving force is to shake us out of the present so that we don't stagnate. To provoke the status quo so that we don't grind to a halt and to ensure that we maximise the wonderful gifts that we have as human beings by not falling into negative habits that only serve to hinder our personal and professional progress.
www.thechangesamurai.com
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