❶ Не вали все проблемы в одну кучу ‒
разбирайся с сопротивлением людей и сопротивлением организационных
структур раздельно.
❷ Объясни всем, зачем нужны перемены. То,
что очевидно для тебя, возможно, не столь очевидно для других. Не
рассчитывай на то, что все видят то же, что и ты.
>>>
❸ Создай атмосферу
творческой неудовлетворенности существующей ситуацией. Доведи до
каждого, что ничего не менять значит скатываться назад.
❹❺❻❼❽❾❿ Set and communicate your vision. Define
and visualize desired outcomes ‒ people must know what the desired
result looks like to be able to help you to get there. Sell benefits of
a greater future to inspire and motivate people and, ultimately, make
your vision a reality.
Involve everyone in development of the
change program. Solicit feedback to draw out and eliminate concerns.
Organize meetings to market the strategy.
Build in as much certainty as you can.
Give people insight into the steps you are taking to implement change.
Give them the facts about what they’re facing. Share how you will
prepare people to take on new ways of working.
Shape expectations Define milestones and
timelines. Make sure people know what is expected of them.
Identify, empower and showcase “early
adopters” who support and lead change.
Communicate frequently, honestly and
credibly even in times of uncertainty when you don’t have complete
information. Feeling informed goes a long way toward building trust. Use
various channels ‒ both high tech and low tech ‒ to communicate and
successfully connect with your stakeholders.
Reward those who demonstrate the ability
to move and adapt quickly.
|