Change the staff of the four conditions

Keywords: changing employee mindsets condition management staff management

Let them and the new Act to produce the emotional ties that can induce them into perspective. You can make these contact seminars, allowing changes to participants with personal significance, to help employees change behaviour.

As you know, do to improve enterprise performance plan is becoming increasingly difficult. Because you want to be successful, must convince hundreds of teams and individuals to change their way of working, but wanted the people to accept such changes, you must convince them to change their way of thinking of the work. In fact, the CEO must change their way of thinking, this is not a simple task.

If you are working on complex performance improvement plans, the Chief Executives are able to determine the required degree of innovation to realize their pursuit of the business outcomes, things would be easier. In General, there are three levels of change for their choice. The most intuitive level, companies can take action directly without having to change the way people work, such as split non-core assets, committed to the core business. On a more complex level, employees may need to adjust their practices or the use of and consistent with their existing ways of thinking, new approaches to achieve the objectives of the new bottom line. For example, a company already lean may also encourage employees to seek new ways to reduce waste, and a commitment to innovative companies may establish relationships with academia, thereby allowing organizations to accept more creative, and bring more new products to market.

But if in order to achieve higher performance goals, the enterprise is the only way to completely change the behavior of the employees, and what to do? suppose company a unique method of improving competitiveness is to completely change the corporate culture-for example, from reactive to proactive, distinct from rank to equal the separation of powers, or from a door from the province to focus on the outside. Strictly speaking, an enterprise collective culture is all team and individual thought patterns common ground collection, so this change means that you want to change hundreds of ideas. But this is the third, and most complex aspects: cultural change.

In this case, the Chief Executive Officer may have recourse to psychology. Although in the interpretation of people's thinking and behavior causes breakthrough, but these ideas usually just fragmented applied to enterprises that do not have access to a wide range of effects. Recently, several companies found that all of these important discoveries and to improve the performance of the plan, the employee's behavior changed dramatically change-this change comes from a completely new way of thinking. Performance improvement while the combination of all these concepts, still may not apply these concepts in the plan as confusing to boot. But these plans are more likely to achieve the long-term reform of commercial practices, thereby continuing to obtain better results.

To change the mindset of the four conditions

Only when employees aware of the significance of the change and are willing to change (or at least willing to try to change), they will change their way of thinking. The surrounding system (such as rewards and recognition mechanism) must be the new behavior. Employees must be able to change the required skills. Finally, they must see their dear person positive demonstration of the new Act. Each of these conditions can be achieved; but together, we can change the corporate members work to realize the goals and objectives should be implemented, thus changing the attitude of their behavior.

• Convincing objectives

1957, Stanford social psychologists Lyon · Festin lattice (LeonFestinger) published a theory of cognitive dissonance. Cognitive dissonance is when people find that their beliefs and actions are not consistent, will produce a troubled spirit-Agnostics is an extreme example. Festin cells in experimental object body observed a deep-seated needs, namely by changing their actions or beliefs to elimination of cognitive dissonance.

This discovery for enterprise is: If people believe that enterprises

The overall objectives, will be willing to change individual behavior to serve this objective. In fact, if you do not do so, they will feel the pain of cognitive dissonance. But be ready to change and actively implement,

People must understand their actions on the development prospects of the company, and believe in yourself worthy of contribute. Just tell the employee to alter behavior patterns is not enough. Any leading major change meter

Planning must take the time to design a story-that is, the project worthwhile reason, and to all those involved in the transformation of this story, so that their contribution is also on a personal basis.

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