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People gravitate towards certainty, predictability, facts, routine and what works; most businesses wouldn’t function well if they didn’t. Change, on the other hand, often represents uncertainty, risk, discomfort and potential conflict - and questions as to whether it’ll work? As a result, most people tend not to be too attracted to change.
Now consider opportunity. Opportunity is different. Everyone wants opportunity, opportunity for advancement, a better job, a new office, a raise - everyone is for opportunity. Why is that..?
The reality is that both situations involve change. In business, change is an ongoing necessity. While the “opportunity” reaction is possible, most peoples’ response is one of avoidance or resistance. Senior executives may fear the potential for failure, the market’s reaction to it and the impact on them personally. Alternatively, they can become frustrated at the lack of progress and engagement for similar reasons - either by themselves or by others.
Executives and middle managers often fear losing power, influence and status as the organisation is reshaped. Fear of being replaced by technology or external service providers or that they might not be competent in the new situations impacts many middle managers and staff during the change process.
What if it were possible to bypass these fears and negative responses? What if it were possible for people at all levels of the organisation to become excited at the offer of new opportunities, new possibilities and want to actively engage in creating something better? What if it were possible to realise the early benefits of even the initial changes made and at the same time develop real engagement and active, willing involvement?
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