Get inspired with how Cate Schafing cope up with blindness and how it made her stronger through the years.
If you have read any of my past blogs, or know me, you may know that I was blind for 2 years of my life between 18 and 21, and since I have lost eye sight about 20 times for days/weeks at a time. You may also know I am a dedicated volunteer for the RSB (Royal Society for the Blind).
People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!
...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.
...Explore the symptoms of resistance:
[Try] using David Kersey’s Temperaments combined with the stages of Satir:
Satir Change Model Stages: Old Status Quo, Foreign Element, Chaos, Transforming Idea, Practice and Integration, New Status Quo. This model explains how people respond to change physically, psychologically and logically. David Kersey’s Temperaments (Carl Jung based): SP (Artisans): Live for the chaos! Love the excitement... inventing problems that might not exist so they have “something to solve. SJ (Guardians): Fight to preserve the status quo because it’s familiar...because they don’t want to dive into chaos until they know every possible detail of the change NF (Harmonizers): Help people through the pain of chaos...Will want to not implement a change if it’ll upset the ‘herd.’ NT (Rationals): Fly through the change when it appeases their logic and moves on to the next change before anyone else has integrated the first change.
...Imagine...a team with people [with] competing preferences trying to make sense of an Agile transformation? How about if you have Artisans [the author of this piece - Jason Little] keeping the organization in a constant state of chaos? ....Now I realize it isn’t “the other people”, it’s my approach.
...I need to know when to push, and when to lay off...and I didn’t even touch the hundreds of cognitive biases that affect how people respond to change.
...you cannot put a budget and schedule on change, there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.
Related tools & posts by Deb:
Stay in touch with Best of the Best news, taken from Deb's NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools. Creator, Challenger, Coach through Change: Getting out of the Drama
Beyond Resilience: Black Swans, Anti-Fragility and Change
Messing up a Change Implementation with Someone Else’s Learning Culture?
Office conflicts are natural as we gather different people to work within the same space or project. Being with different personalities requires harmony, balance, and especially understanding with each other. For a leader or manager, this is one of the things that is hard to deal with and needs…
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