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It's worth remembering the 1:1:1 rule: one
third of a group will embrace change, one third can be persuaded,
and up to one third may never change.
Not everyone follows the transitions from beginning to end. There
is very often resistance, and for those that do resist, they are
likely to be at the start at points 1 or 2. However some people
“jump the chasm”, and start by standing on the side of acceptance.
They are well motivated, but often not able to see the problems in
an empathetic way. One theory that is helpful is that it is
important for all involved to jump the chasm, and in order to do
so, it must be possible for all to be able to see the other side
with their own eyes and willing to jump, not be pushed by others.
Therefore, effective change management is as much about bring the
others side of the chasm close enough to every individual before
they attempt to jump. Any one finding themselves on the other
side, may charge headlong forward without looking back over a
shoulder to see if other have made it successfully.
Directors and senior managers often see change as an opportunity
to strengthen the business by aligning the business with strategy,
taking on new professional challenges and risks, and to advance
their careers. For many employees, including middle managers,
change is neither sought after, or welcomed. It is seen as
disruptive and intrusive. It appears to upset the balance.
The analogies with the transition curve above are very useful.
Acceptance starts to happen at the bottom of the gap, therefore it
will be difficult to climb the other side. It requires teamwork to
get every one across, for although one person may have the vision,
all are needed to support the achievement of a successful outcome.
Standing on the other side, looking forward (to the right), it is
impossible to see behind you, and the people stranded on the left
side, or in difficulties at the bottom cannot be seen, and
therefore cannot be helped.
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