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Changing for Success

Changing for Success

No. 3, Jan.-Feb. 2017 » BUSINESSance

Changes in business can either simply occur, or it can be implemented by people through knowledge, resources and strategy. Waiting for the “perfect” knowledge to make decisions might lead to missing opportunities, as there is no such thing as flawlessness. For each and every instance, one should assess what can be done best and make a decision to empower fellow colleagues or the project team to deal with a particular issue.

There are several strategies that can be used to implement changes. A “Power-Coercive” Strategy is explained through the fear of consequences. Whoever gives in to these forces (although the latter ones do not correspond to his or her will) starts losing the “self” and is molded according to the wishes of the dominant force. This can easily bring unhappiness. People suffer under the power of perceived expectations, instructions or threats, which more often than not develops into placing the blame or the responsibility on those who are using their dominant positions in order to force others. And, odd enough, time and again this comes as the easiest way to do things, as it is simply a matter of execution.

The truth is that constraints repeatedly occur because we are limiting our thoughts and beliefs. If a change is to be implemented, an open mind is needed to identify chances and to use them. For this to happen, though, employees need a certain degree of freedom, which is less ably provided in a coercive strategy. Freedom allows ideas to germinate and creative results to arise. Encouraging freedom of thought is a challenge that has to be approached hands-on, and mat be enacted with an “Empirical-Rational” strategy, where people act reasonably, sit and discuss all possible alternatives and ultimately choose the ones with the highest utility to match their desires. People customarily act in such a way as to seek maximization of utility and advantages from their actions. A coercive strategy will then probably fail to offer what a person needs. Discussing and convincing do not mean pleading for a cause until the other person comes to believe that he or she needs to do this and that just because he or she is simply told so, but coming up with arguments to win that person and get her on your side.

Last but not least, more hands can do the job easier. And when all people are rowing into the same direction in order to reach a common goal, success is all the more likely. This will build up excitement for reaching the goals, for identifying opportunities and focusing on delivery. Talent, role and strategy are brought together, the team spirit is set up and confidence is stoked. With an open and positive atmosphere, triumph will not be too far away.

 
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OEconomica No. 1, 2016