Change by Attraction Esther Derby

When leaders decided to make a change, they hope it will improve performance. But, while it may do so, there’s almost always a dip. Maybe a small dip, but sometimes a large one. When that happens, the first impulse is to make another change. And then you’ve got churn.

Why don’t ppl want to change? I hear this question a lot.



The assumption behind the question is clear: the impediments to change exist within people. But there's often friction in the context....situations that counter-motivate change. I find it more useful to ask: "How to reduce the friction for people to change?"

I'll talk about some of the sources of friction, and what you can do about them, in this episode.

Blame shuts down problem-solving. Curiosity leads to greater insight. But the response to problems is often the former.

You may think someone else needs to change. But approaching that topic is a delicate matter. If they haven't invited your input, your advice is likely to cause a rupture, especially when hierarchy is involved.

Changing the paradigms—beliefs and assumptions about how things work—can be powerful in changing systems. But how can you do that? Sometimes it as simple as shifting what people focus on.

Systems reflect the beliefs and assumptions of the ppl & societies who create them. Changing those beliefs is a powerful way to change a system. So, it follows, if we want to change management, we need to look at the beliefs and assumptions behind the dominant system of management.