Newton’s Law of Motion, for a Company that is

Invisible forces are at play in organizations when a change of direction is in the wind. Larger businesses require more time, effort, and resources to change direction. We find that human nature is a powerful force when working in organizations. Fear, skepticism, and the avoidance of pain or discomfort are usually the causes for resistance to change. If you have ever seen a mule resist being urged to move, the effects of change can cause people in the organization to make mules look tame. The fight is on. Excuses flowing. Heels dug in instead of embracing it. Human nature at work.
So, how do we address these human factors? Make the changes. I find that resistance eases with knowledge and information. We communicate, engage people and spread the agenda throughout the organization. There are formal communication channels and then there are the ‘best’ communication channels…the informal. Find the right team members who are the mainstays in that informal channel. Get them on your team. And, when the boss has absolute clarity on where she’s going, the staff all of a sudden is motivated, on the team, alert. Funny how that is…


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One Response to “Newton’s Law of Motion, for a Company that is”

  1. Les Colegrove Says:

    You knocked the ball out of the park again Ed. Two of my absolute convictions that apply here are that Clear and effective communication is the foundation for all success; and not very many folks really like or embrace change. Change has to be sold on its merits and for transparent, clear and necessary reasons. As you point out bringing in the ‘Go To’ people or ‘unofficial Chain-of-Command’ and getting them on board will improve the opportunity for success. Soliciting input from the lowest possible level with the folks who will be most affected by the change can also pay big dividends. Other techniques I have successfully used to implement necessary and effective change are to take baby steps where possible. Sweeping, large scale change ranks right up there with banging your thumb with a hammer; it feels so good when you stop. Depending on the magnitude of the change, roll it out with a small pilot to get the kinks out and those who participated in the pilot can then become change agents, spreading the good word throughout the organization. Roll it out over some reasonable schedule, department by department with programmed contingency time between departments for making adjustments.

    Les Colegrove

    Tampa Bay – USA




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