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it is the responsibility of management to support the teams
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so that resistances are overcome one by one
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and the implementation of change is real and positive.
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The stages of resistance to change that all
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employees and you too will go through are.
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Widely described in our video on the change curve.
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I will describe the different causes of resistance to change,
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individual causes,
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collective or organisational causes,
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the causes related to the change itself,
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and those related to the way in which the change is conducted.
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What are the individual causes of resistance to change?
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humans seek to keep their balance.
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They want something new and something better,
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and at the same time they want stability and security.
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Each human being is torn internally between these two dynamics.
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If we keep them in inertia,
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they will push to movement by demanding changes.
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If we pull them towards change,
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they will resist in order to maintain their stability.
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they balance the forces to stay alive
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to find their homeostasis.
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they will have an instinctive survival reaction to the announced change.
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The more insecure they are,
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the more the reptilian brain will take control.
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When change is announced,
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the reptilian brain primarily focuses on my individual interest,
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Does this put me in danger?
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Will it bring me discomfort?
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I think about myself,
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and I'm ready to fight to keep what is rightfully mine,
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the reptilian survival reaction.
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In a limbic brain reaction,
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the individual will seek the collective interest more.
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If it's good for the company,
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if it's good for the service,
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if it's good for the customer.
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If it's for the better in the medium and long term,
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then the individual will say yes to change,
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even if they are worried or sad.
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If the individual does not see the collective good.
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The limbic brain will resist the change for them and the loved ones
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in a neocortex reaction.
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The analysis will be much more rational.
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Does the change make sense?
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Do we have the time,
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How can I situate myself in the change?
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Depending on its analysis,
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the neocortex will choose to be proactive or to resist.
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You are facing a change which brain has taken control,
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which is the one that orchestrates the resistance?
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Depending on their stress,
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and experiences,
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some employees will therefore push for change,
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while other employees will be more likely to push
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for security and stability and therefore be more resistant.
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Here are 4 reasons
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that can lead to individual resistance to change,
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the feeling of being cornered.
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It takes a little time
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between the time employees hear about the change and the
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time it takes shape in terms of plans and actions.
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If employees have not seen anything coming and
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are told that a rapid reorganisation is coming,
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their reptilian brain will feel like it's been pushed to the wall.
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and they will resist.
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the feeling of losing out.
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Employees must be convinced that the change will bring them benefits.
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If they believe they will lose too much salary,
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they will resist.
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the impression of being incapable.
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One must feel ready,
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armed to lead a change.
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You must have the time,
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and the financial means if employees are already overworked,
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if they feel they do not have sufficient skills or sufficient knowledge
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of the new modes of operation,
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if they think they will not be given the means or training to cope with the change,
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if they think they will not be able to do it,
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then they will resist.
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the feeling of being overwhelmed.
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It takes time to internalise the idea and the stages of a change.
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It is necessary to say and repeat and repeat and explain again
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before the individual is ready to take action.
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During major changes that take place beyond a department,
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it is often hierarchy and a steering committee that
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build the vision and the stages of change.
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Sometimes a year later when everything has been decided,
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teams are suddenly asked to embark upon the project by unfolding the map.
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The instigators have had a year to reflect,
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weigh up the pros and cons,
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and listen to the field.
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It may be that their road map is extremely well thought out.
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But the collaborators have a delay effect of one year.
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They have not been immersed in the subject for a year.
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They are overwhelmed and resist,
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and it won't help to tell them,
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we've been working on this for a year.
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What should we do in this case?
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Inform employees earlier,
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co-construct change with them,
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communicate on the main lines of the road map,
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even if it will be subject to modification.
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Explain starting from the beginning,
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this will avoid a mass rejection of an action plan.
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Give them time and information to take ownership of the change.
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What are the collective or organisational causes that feed resistance to change?
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There are organisations that have been frozen in ice for years,
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and these organisations will be very difficult to change.
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What are the characteristics of companies that will have difficulty evolving?
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Larger companies,
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the larger they are,
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the more they are generally structured with a
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number of decision making processes and control loops
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that are sometimes paralysing.
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the organization's vision has changed.
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New companies and other startups generally have in
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their DNA the flexibility and agility to.
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Adapt to a changing environment.
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The age of a company asserts its stability and legitimacy,
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but has often brought a lot of bureaucracy,
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and contractualized exceptions.
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When something works or has been decided,
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it has often been set in stone
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There are social benefits that will be defended tooth and nail,
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especially if the value of solidarity is in the company's DNA.
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There are fixed modes of operation.
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It's up to the boss to validate each purchase.
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The final choice of candidates is made by HR.
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The machine is serviced once a week,
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There are standardised habits or routines.
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That's how we do it in our company.
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don't judge these attitudes and don't condemn
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those who carry the genes for resistance.
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understand and reassure.
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Put things into perspective,
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show the risks of remaining stuck in the past organisation.
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And above all negotiate.
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Take the time to negotiate
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to make sure that the resistance has been
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neutralised enough to move to the action stage.
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Third type of resistance employees are opposed to the change itself.
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They are reluctant.
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Do the employees think that this project will lead
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to an improvement for the people and the structure?
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Do they see an interest in it?
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These opponents have made an often quick analysis of the change.
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They see it as a waste of time and energy.
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Is the effort worth it?
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And what if tomorrow management changes its mind again?
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They sometimes see it as useless extra cost.
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How much money has been thrown away by this new
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information system when the previous one is working very well.
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They see it as an unnecessary complication
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that creates temporary chaos that they want to avoid.
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they don't believe in that change and are
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suspicious of those who have decided to change.
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Change requires a minimum of trust from the employees
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towards their leader who carry out the project.
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If they don't trust them,
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this organisation is so that the shareholders
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maximise their profits at our expense.
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This new platform that they want to impose on us
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is because the supplier is a friend of the director.
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This move is a matter of political acquaintance
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between the mayor and the senior partner.
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What is the relationship of trust that exists
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between the board of directors and teams,
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between managers and teams?
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If they don't have confidence,
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if they don't believe in the usefulness of change,
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they will resist.
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In the face of this opposition,
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be authentic about the reasons for your choices.
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Show the teams what they did not know and what they did not see.
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In the absence of information,
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we sometimes extrapolate and we build up rumours.
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Focus your communication on the benefits of change and
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how important it is for you to respect everyone.
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The 4th course of resistance,
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poorly monitored change management.
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When things don't go as planned,
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the roadmap is not followed,
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it's the desert.
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No agents have changed to exchange on the concrete actions implemented.
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The first steps bring up difficulties that were not envisaged.
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Information circulates poorly.
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Employees have the impression that change is slipping away.
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Uncertainty about the feasibility of the project is growing.
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A feeling of abandonment and or failure sets in
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and slows down the initiatives on both sides.
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be the relay of these uncertainties,
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solicit the agents of change.
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Ask them for clear communication.
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Bring the difficulties up to the hierarchy.
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Apply to participate in steering groups.
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With your employees,
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accompany them to the end
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until your team takes control and ownership of
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the change and the change is anchored.
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If information is missing from the change road map provided by management,
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take it over entirely write down together with your team
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the concrete implementation of the change management in your department.
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and mistrust can also become focused on the agent of change.
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Where did they come from?
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They're far too young.
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Another junior from a consulting firm just come out
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of school wants to tell us what to do.
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They don't know our business.
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What are their references?
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Are they a friend of the boss?
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They're not listening to us and want
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to impose their PowerPoint and their processes.
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In this case of questioning and mistrust,
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I invite you to listen to and reassure your employees.
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Introduce the agent of change,
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their references,
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their successes,
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and if you are the agent of change,
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review your attitude to be more available and listening.
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