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motivation
1. What is the 'primary aim' of your
company?
Your employees may be more motivated if they understand the
primary aim of your business. Ask questions to establish how clear
they are about your company's principles, priorities and mission.
happiness
The awareness that one's viewpoint is recognised and shared by
others. The impact of this is two-fold. At the basic level there is a
feeling of relief that something is going to change, and not continue as
before. Whether the past is perceived positively or negatively, there is
still a feeling of anticipation, and possibly excitement, at the prospect
of improvement. On another level, there is the satisfaction of knowing
that some of your thoughts about the old system were correct
(generally no matter how well we like the status quo, there is
something that is unsatisfactory about it) and that something is going
to be done about it. In this phase we generally expect the best and
anticipate a bright future, placing our own construct system onto the
change and seeing ourselves succeeding. One of the dangers in this
phase is that of the inappropriate psychological contract. We may
perceive more to the change, or believe we will get more from the
change than is actually the case. The organization needs to manage
this phase and ensure unrealistic expectations are managed and
redefined in the organizations terms, without alienating the individual.
fear
The awareness of an imminent incidental change in one's core
behavioural system. People will need to act in a different manner and
this will have an impact on both their self-perception and on how
others externally see them. However, in the main, they see little
change in their normal interactions and believe they will be operating
in much the same way, merely choosing a more appropriate, but new,
action.
threat
The awareness of an imminent comprehensive change in one's core
behavioural structures. Here clients perceive a major lifestyle change,
one that will radically alter their future choices and other people's
perception of them. They are unsure as to how they will be able to
act/react in what is, potentially, a totally new and alien environment -
one where the "old rules" no longer apply and there are no "new" ones
established as yet.
guilt
Awareness of dislodgement of self from one's core self perception.
Once the individual begins exploring their self-perception, how they
acted/reacted in the past and looking at alternative interpretations
they begin to re-define their sense of self. This, generally, involves
identifying what are their core beliefs and how closely they have been
to meeting them. Recognition of the inappropriateness of their
previous actions and the implications for them as people can cause
guilt as they realise the impact of their behaviour.
depression
This phase is characterised by a general lack of motivation and
confusion. Individuals are uncertain as to what the future holds and
how they can fit into the future "world". Their representations are
inappropriate and the resultant undermining of their core sense of self
leaves them adrift with no sense of identity and no clear vision of how
to operate.
disillusionment
The awareness that your values, beliefs and goals are incompatible
with those of the organization. The pitfalls associated with this phase
are that the employee becomes unmotivated, unfocused and
increasingly dissatisfied and gradually withdraws their labour, either
mentally (by just "going through the motions", doing the bare
minimum, actively undermining the change by criticising/complaining)
or physically by resigning.
hostility
Continued effort to validate social predictions that have already proved
to be a failure. The problem here is that individual's continue to
operate processes that have repeatedly failed to achieve a successful
outcome and are no longer part of the new process or are surplus to
the new way of working. The new processes are ignored at best and
actively undermined at worst.
denial
This stage is defined by a lack of acceptance of any change and denies
that there will be any impact on the individual. People keep acting as if
the change has not happened, using old practices and processes and
ignoring evidence or information contrary to their belief systems.
It can be seen from the transition curve that it is important for an
individual to understand the impact that the change will have on their
own personal construct systems; and for them to be able to work
through the implications for their self perception. Any change, no
matter how small, has the potential to impact on an individual and may
generate conflict between existing values and beliefs and anticipated
altered ones.
One danger for the individual, team and organization occurs when an
individual persists in operating a set of practices that have been
consistently shown to fail (or result in an undesirable consequence) in
the past and that do not help extend and elaborate their world-view.
Another danger area is that of denial where people maintain operating
as they always have denying that there is any change at all. Both of
these can have detrimental impact on an organization trying to change
the culture and focus of its people.
John M Fisher 2000 updated 2003 (disillusionment stage added).
References: The Person In Society: Challenges To A Constructivist
Theory, Geissen, Psychosozial-Verlag, and George Kelly's Personal
Construct Psychology Theories.
See John Fisher's Process of Transition diagrams on the free online
training resources section, or go direct to J Fisher's original Process of
Transition diagram or his updated 2003 diagram, (both are pdf's, for
which you'll need Acrobat Reader). More diagrams relating to personal
change, development and management are available on the free
resources section.
See also Gloria May's Adaptation of John Fisher's Transition Curve for
Smoking Habit Discussion (diagram PDF).
The most popular MMS Corporate Process Employee Owned Change - creates a blueprint that
represents "The Voice of the People" that can be used effectively to manage the change
process. Employees buy-in to the change process because they are involved, heard, and their
suggestions are taken into consideration before the changes are engineered. With data
gathering, synthesis, feedback and collaborative design, we make participative management a
reality. EOCTM is a powerful program and a dynamic tool that supports integrated
organizational change management efforts at all levels of the organization.
Purpose
The purpose of Employee Owned Change is to build a cohesive team unit so that coworkers
work together in a spirit of cooperation, collaboration and ownership.
Team development actions are rooted in behavioral science principles. These reflect human-
centered and participatory approaches to management and leadership. Team development
reflects two aspects of organizational development. They are:
In managing change, the methodology of team development is to work in concert with the
persons affected by the change. This fosters responsibility in managers which leads to
creativity in problem solving. What is true of individuals then becomes true of the associations
they form.
Team development is also practical and functions as a discipline for focusing energy on specific
goals. While most organizations begin purposefully, the goals of groups give way to
individualistic aims. Team development recognizes that all energy must be volunteered by
individual managers. The wants and needs of the individual are therefore essential input to the
goal- setting process of the group. If each member participates in forming group goals and in
general, subscribes to those goals, then a considerable share of his/her energy and the energy
of coworkers, begins to work toward a common purpose. Team development actions succeed
when leaders proceed by:
MMS Change Management Consultant meets with each of the key individuals on the project to
determine:
• Program comprehension
• Program buy-in
• Past experience working with outside consultants
• Personal resistance to change
• Additional information that could cause the success or failure of the Employee
Owned Change Project
• Participation in team projects
PHASE II - Synthesize Information
The individual meetings are synthesized into a Team Building diagnostic report which
illustrates the commitment to Team Building. The following information is assembled for
review:
The core group meets with one or two MMS Consultants to plan the Team Building Project.
Information from Phase II is presented with an eye to:
MMS team of change management consultants' research and develop the curriculum as agreed
upon in Phase III. Films are previewed, materials are organized, information is gathered and
produced for final approval by the planning core group.
In as much as the curriculum design is a collaborative effort between MMS team and the
client, a final review of the curriculum is essential so that there are no surprises on Employee
Owned Change day.
This is the Employee Owned Change day as designed in Phase III. Materials have been
prepared, and workshop books have been assembled with handouts. An agenda has been
prepared and the flow of the day calculated. A normal day would span the time from 9:00
A.M. - 5:00 or 6:00 P.M. with a break for refreshments during both morning and afternoon.
Time is also allotted for lunch.
An MMS consultant meets with any individuals who need direction or assistance in becoming
part of the team.
Motivation
1. Consequences - Never use threats. They’ll turn people against you. But making people
aware of the negative consequences of not getting results (for everyone involved) can
have a big impact. This one is also big for self motivation. If you don’t get your act
together, will you ever get what you want?
2. Pleasure - This is the old carrot on a stick technique. Providing pleasurable rewards
creates eager and productive people.
3. Performance incentives - Appeal to people’s selfish nature. Give them the
opportunity to earn more for themselves by earning more for you.
4. Detailed instructions - If you want a specific result, give specific instructions. People
work better when they know exactly what’s expected.
5. Short and long term goals - Use both short and long term goals to guide the action
process and create an overall philosophy.
6. Kindness - Get people on your side and they’ll want to help you. Piss them off and
they’ll do everything they can to screw you over.
7. Deadlines - Many people are most productive right before a big deadline. They also
have a hard time focusing until that deadline is looming overhead. Use this to your
advantage by setting up a series of mini-deadlines building up to an end result.
16. Constructive criticism - Often people don’t realize what they’re doing wrong. Let
them know. Most people want to improve and will make an effort once they know how to
do it.
17. Demand improvement - Don’t let people stagnate. Each time someone advances
raise the bar a little higher (especially for yourself).
18. Make it fun - Work is most enjoyable when it doesn’t feel like work at all. Let
people have fun and the positive environment will lead to better results.
19. Create opportunities - Give people the opportunity to advance. Let them know that
hard work will pay off.
2. Remember Success
Just as important as learning from and overcoming past failure is recalling past
success. It doesn't matter who you are, you have succeeded at something at
sometime in your past. Don't gloss over these moments. Use them to remind you
that you can in fact achieve your goals.
7. Mix It Up
The wrong routine can spell certain doom for your goals and dreams. To make
sure this doesn't happen to you, add at least one new step to your daily routine to
help break up the pattern. One new activity will set the stage for many more in
the future, making it possible for you to break free of any negative routines.
8. A Team Sport
Don't go at this alone. Achieving a goal or dream requires a team effort. There
will be times when you feel like giving up, when you feel like it's too much to take.
One of the surest ways to overcome these small setbacks is to have the support
and guidance of your goal partner.
http://www.motivation123.com/prd-gdc.html
http://www.motivation123.com/prd-mim.html
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Everyone wants to change and improve, but few understand how the process
actually works. When you know the secrets to controlling motivation, like a light
switch you can turn it on and off at will.
Just imagine what your life would be like if you knew how to get and stay
motivated at a moment's notice for as long as you wished.
If you're at all interested in learning more about this breakthrough guide, I invite
you to spend a few minutes at the address below. It could be the first step toward
a new and exciting life. To get started, visit...
Personal Development Training Video Topic Descriptions
Click the links to view training videos and DVDs for each topic.
Employee Attitude
Training videos aimed at bringing out the best in your employees; work attitude; setting priorities, dealing with
change, stress management, and increasing personal effectiveness; employee development; individual
development.
Feature: For the Love of It Training Videos on: Employee Attitude
Ethics in the Workplace
Ethics in the Workplace; raise awareness of ethics and values everywhere in your workplace; corporate integrity,
accountability. Workplace Ethics training videos.
Feature: Good People Bad Choices Training Videos on: Ethics in the Workplace
Finance and Accounting Skills
Our Business Accounting topic lists training videos that teach financial basics; budgeting, managing budgets,
balance sheet; profit formulas, etc.
Best Seller: Financial Decision Making Go To: Accounting and Finance
Skill Assessment Tools
Find out what an individual employee knows and NEEDS TO KNOW! Our assessment tools includes assessments
specific to team skills, leadership, supervising, and more.
Best Seller: Financial Knowledge Go To: Employee Assessment Tools
Time Management
Time Management Training; training videos that teach time management skills.
Best Seller: Time Trap II Training Videos on: Time Management
Negativity and Conflict
Training videos that address bad attitudes and employee conflict; mediation and conflict resolution.
Feature: The Skill that Makes the Difference DVDs on: Conflict Resolution
Sales Training
Sales Training and Negotiation Skills training videos that teach the skills of persuasion, influencing others,
making effective presentations, overcoming obstacles, and reaching agreement.
Feature: Beyond Words Training Videos on: Sale Training