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Author: Alina Adamenko certified MBTI consultant-practitioner, certified CPBA\/CPMA (DISC tools) specialist, certified EQ specialist, coach<\/strong><\/p>\n There are plenty of reasons why people\/companies\/organizations cannot or think that they cannot change. The most common phrases that you can hear in such a case are \u2013 \u201cwe have never done that before\u201d, \u201cwe already tried\u201d, \u201cit`s very costly\u201d, \u201cwe don\u2019t have time\u201d, \u201cnot our problem\u201d, \u201cwhy should we change what`s already working?\u201d. Still, with unexpected crisis or market change we understand that changes are crucial.<\/p>\n Step 1. Force field analysis \u2013 where can pitfalls hide?<\/p>\n At company X a time has come to choose new General Manager from the Board of Directors. There were two candidates, with prevailing majority of votes from colleagues and subordinates belonging to one of them. It seemed that everything was clear and transparent and changes with such huge support from the staff and the Board should have passed smoothly. New GM has been appointed, but the company found itself on the brink of bankruptcy \u2013 the other candidate, who waited for this position forever and was deeply offended by lack of support, cut all the company relations with banks \u2013 as this was under his direct jurisdiction.<\/p>\n So, what is more influential \u2013 number of supporters, or who exactly is resisting changes?<\/p>\n In order for any changes to pass smoothly it`s important to analyze what is called \u201cforce field of changes\u201d \u2013 determine and evaluate driving forces that support changes and resistance forces. Those can be people, resources, system, processes, market etc.<\/em><\/p>\n In such case algorithm will be the following:<\/p>\n Therefore, before launching any changes we will already know which critical points we should address foremost.<\/p>\n Step 2. Formula for Change \u2013 are we ready?<\/p>\n How ready we are for changes? Do we have whatever it takes to launch changes? Why sometimes we want to change something but we never start and everything remains the same?<\/p>\n Empirical Formula for change or Gleicher formula (by surname of one of its creators) demonstrates balance of resources necessary to start any organizational or personal changes:<\/p>\n D x V x F > R, where<\/p>\n D \u2013 dissatisfaction with current state<\/p>\n V \u2013 vision of the future, final result of changes<\/p>\n F \u2013 understanding of the first steps needed to change<\/p>\n R \u2013 resistance to changes or cost of changes<\/p>\n Any changes become possible and secured only by abiding this formula.<\/p>\n If we are content with what we have (D=0) or we think that everything is ok, even with understanding what incredible new heights we can reach, we will not change: \u201cwhy should we change what`s already working fine?\u201d<\/p>\n If we don\u2019t understand where changes will lead us (V=0), they will seem too risky: \u201cthis will lead us nowhere\u201d<\/p>\n If we don\u2019t know what to start with (F=0), changes can seem too complicated and most probably we`ll postpone them till better times: \u201cit`s too complicated\u201d, \u201cwe don\u2019t have time\/people\/resources for this\u201d<\/p>\n If resistance or cost of changes are too high and influential, in order to implement and secure changes foremost we have to reduce or neutralize them.<\/p>\n Thus, planning change project evaluate disposition and balance of forces, check if you have all what`s needed to start the project and if your key staff if properly brought up to date.<\/p>\n","protected":false},"excerpt":{"rendered":" Author: Alina Adamenko certified MBTI consultant-practitioner, certified CPBA\/CPMA (DISC tools) specialist, certified EQ specialist, coach There are plenty of reasons why people\/companies\/organizations cannot or think that they cannot change. The most common phrases that you can hear in such a case are \u2013 \u201cwe have never done that before\u201d, \u201cwe already tried\u201d, \u201cit`s very costly\u201d, […]<\/p>\n","protected":false},"author":1,"featured_media":39261,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[15577],"tags":[],"class_list":["post-769130","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-development-en"],"_links":{"self":[{"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/posts\/769130","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/comments?post=769130"}],"version-history":[{"count":0,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/posts\/769130\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/media\/39261"}],"wp:attachment":[{"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/media?parent=769130"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/categories?post=769130"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/new.eba.com.ua\/en\/wp-json\/wp\/v2\/tags?post=769130"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n