The Formula for change Tutorial

Unlock the secrets of effective transformation with 'The Formula for Change'. Discover how dissatisfaction, vision, and first steps can catalyze change within an organization, overcoming resistance. Dive into practical strategies to empower employees and guide them through the transition. Join us to reshape your approach to agility and change!

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the formula for change is a simple yet powerful tool that gives

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a quick first impression of an

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organization's possibilities and conditions for change.

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This formula states that in a context of transformation,

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individuals will accept to evolve,

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to change,

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to transform themselves if and only if

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D multiplied by V multiplied by F is greater than R.

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Dissatisfaction

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multiplied by vision,

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multiplied by first steps are superior to resistance to change.

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Before making a change,

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take a quick look at the current state of

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mind and study the four components of the formula.

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One,

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dissatisfaction.

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Are the employees satisfied?

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Why change if the current situation suits us?

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Change will be more easily driven by people

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if they themselves say

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enough,

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no more,

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it doesn't suit us,

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it doesn't suit us any more.

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Is the level of dissatisfaction sufficient for

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individuals to recognize the need to change

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at this stage you can identify all the reasons for dissatisfaction

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and the dysfunctions of the current system.

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Bring up the criticisms.

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Group them by themes.

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Demonstrate how dysfunctions have an impact on

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people and weaken the future of the company

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until employees are certain that the transformation will be

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less painful and or dangerous than the status quo.

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At this stage,

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some decision makers or managers will choose to

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voluntarily create a breeding ground for discontent.

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Tightening budgets,

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increasing the pressure to the result,

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highlighting deficits,

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alarming on the power of the competitors,

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making employees fear bankruptcy and layoffs.

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These are strategies that create pain and fear

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and nourish the desire to change

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to quickly improve the situation.

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Creating pain and fear.

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Um,

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it's up to you to see if this strategy meets your value system

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and the values promoted by the company.

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2

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2nd item of the formula,

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the vision or clear visibility of a future which must look better logically.

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To give some vision so that employees have an idea of what lies ahead

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and how the transformation will take place.

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Give their voice to the chapter so that they co-construct the vision for change.

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Have a positive view of what the department and the organization will look like

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once the change is implemented.

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Let them take ownership of the change as their project,

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a project that concerns them,

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and that will be extended to services to the

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point of impacting the core of their individual mission.

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At this stage,

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internal communication as well as exchanges within the team will be essential.

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Not only will the employees take ownership of the vision of change,

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but they will become its ambassadors.

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33rd item in the equation,

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the first steps implementing the changes is crucial to avoid any backtracking.

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One small step at a time,

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simple actions to begin with so that the brain records that the change has begun.

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A small step which gets us as a team if possible on the boat of change.

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Here are some examples of first steps.

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Defining a team action plan,

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organizing working groups around change.

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Let everyone contribute his or her share.

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Training employees in change management or in the new tool that will be implemented

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at this stage.

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Continue to share as much as possible as a group.

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Everyone must be able to discuss the

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difficulties and dysfunctions of the first actions.

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In this first step,

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readjustments will be necessary.

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Test,

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learn,

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readjust.

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It is necessary to stay on course

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while listening

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to the ground's feedback

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and being flexible and ready to readjust the trajectory.

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Fourth item

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resistance.

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Resistance is the corollary of the mourning process linked to change.

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We leave a known state A for an unknown state B.

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We know what we might lose.

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We don't know what we will gain.

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Any move is an effort,

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even if situation A was catastrophic and situation B is promising.

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My missions will evolve.

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Processes will change.

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Group cohesion will be affected.

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The hierarchy will move.

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So much movement and loss of reference points.

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Identifying and removing resistance to change will

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be an essential mission for the manager.

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We analyze the process of resistance to change in two other videos,

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identifying and overcoming resistance to change and the curve of change.

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As a reminder,

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according to the formula of change,

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the change is possible

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if and only if

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D multiplied by V multiplied by F is greater than R.

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Dissatisfaction with current situation

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multiplied by vision,

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multiplied by first steps is greater than resistance to change.

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If one of the 1st 3 items is or at near zero.

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The change will also be at or near zero,

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and the resistance to change will dominate.

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