No one can be a slave to his identity: when a possibility of change arises,we must change.”. Gould, Elliot.

In a globalized, competitive world and even moreso coming out of a recession, it ios clear that, to be successful in our work demands more every day. Last year’s quota, with or without crises, was smaller than this year’s. The resources we have are increasingly scarce. If we continue to do the same as last year, we will not achieve the goals of this year or next. What can we do?

The answer is easy, putting it in practice is more complex. In this series of articles, we will try to give some guidelines to help to raise important changes of culture or processes in companies.

To achieve significant increases in the productivity of any company, you have to change, innovate, you have to do things differently. However, all of us have been doing things our way for a few years and so the fear of change sets in, although it is often not fear but lack of conviction. In order to achieve a profound change in habits that we have been acquiring for years, it is not enough to “train” or to give “coaching”, a complete change process is needed.

Phases of Change

The following table describes the phases necessary for a person to change their behavior.

PHASE
PHASE NAME
Description
1 Information Information is collected about where we are and where we want to go.
2 Awareness We need to develop an awareness of the current problems and the benefits of where we want to go.
3 Evaluation Will the environment help me change?
4 Commitment We commit to change Those around us commit to change.
5 Learning You learn the new behavioral skills. You compare to the current situation.
6 Practice Specific skills are chosen to practice. The most appropriate moments to practice are selected.
7 Training The environment facilitates change Work well done is rewarded Assisted with planned and continuous coaching
8 Measurement and reinforcement Results are checked periodically

To ensure change you need a team of people who act to cover each of the stages of the change successfully. That team must integrate people from the management of the company as well as someone with experience in the area we want to improve.

Questions for the change towards growth

  1. What is the current situation?
  2. What is the desired situation?
  3. What are the necessary changes?
  4. How is the seriousness of the situation currently perceived in the face of the inconvenience of change? Is this perception enough to motivate change or do we have to generate more awareness?
  5. How do the staff currently perceive the benefits that will be obtained against the barriers to change? Do we have to act to eliminate or minimize those barriers? Should we increase the perception of benefits?
  6. What are the support elements within the organization? Are some people already behaving according to the new model?
  7. What training should we do? Do you have credibility? Is it applicable in our environment?
  8. Do we have to change elements of the environment?
  9. Have we provided the group with people and reinforcement procedures to ensure change (e.g. coaching)?
  10. Do we have any means to measure the change that we have achieved?

Following this study, the work plan for change is established. Each of the above points must be covered by the plan. One of the main keys to making a successful change is the complete information to the members of the company. But that will be the subject of our next article.