| Change scares people. | | | | An understanding of this also lends understanding as to |
| The idea that their existing life is about to be modified | | | | why nearly 18% of an organisation are actively |
| by external forces (circumstance, family or work) | | | | disengaged" or deliberately damage the operations of |
| creates unacceptably high stress levels in nearly 80% | | | | the organisation and 61% are "not engaged", or just |
| of the population. The resultant anxiety and depression | | | | show up for work (Gallup 2006). Their values are not |
| creates a high level of resistance to change unless the | | | | aligned to the values of the organisation. |
| propose change is handled properly. | | | | Now there is a resolution to this problem. Our |
| In a corporate or organisational environment such | | | | understanding of how the belief and values system |
| resistance will almost always cost the organisation | | | | works is now much clearer than ever before. Values |
| dearly, both financially and to the organisational ethos. | | | | can be elicited in precise ways within individuals and |
| Over 70% of change implementations fail to achieve | | | | groups. This allows the way change is presented to |
| any where near their desired targets and in some | | | | them to be carefully prepared and worded in a way |
| cases cause an organisational meltdown. Where the | | | | that overcomes the natural resistance to change. Such |
| change implementation is done to prevent the financial | | | | methods are based on clinical stress management |
| failure of a company, the change can be enough to | | | | work where the root causes and underlying emotional |
| cause a more rapid failure. | | | | states are assessed and unconscious programming is |
| In analysing the cause of the resistance to change, | | | | modified in a way that the unconscious mind is happy |
| one must look at the underlying values systems of the | | | | to go along with the desired changes in behaviour and |
| employees and management and compare those to | | | | stress levels. |
| the desired outcome. The vast majority of people | | | | The result is that individuals embrace the changes |
| have a values system based on poor self image, self | | | | proposed with little or no resistance. |
| preservation and desire for safety. When any one of | | | | The process required is a full evaluation of staff, both |
| these is attacked by their perception of change their | | | | individual and as groups in critical areas of the |
| unconscious programs will react in a way that ensures | | | | organisation. This is followed by an in depth evaluation |
| the change cannot be implemented. This principal is | | | | of the change required, time scales and implementation |
| exactly the same reason that people who embark on | | | | methods followed by development of a methodology |
| a personal development program usually revert to old | | | | that will overcome the potential resistance points likely |
| behaviours within a very short time. | | | | to be developed during the change implementation. |