- The change is prescriptive. That is to say, the person moving usually did not choose to
move and did not have any say in what it will be, when, where or how, let alone really
understand the why. No one likes to be told to change. - Secondly, a physical move is rarely the initiating change or event and thus, becomes
the transference point for the organization.
A good analogy is earthquakes. Go to Part 2.
Part 1: Transition and Change
Business WorkQuakes™ are those catastrophic, cataclysmic events that occur and drive
change. They are characteristically previously unseen, unknown and unpredicted. As a result,
their aftermath is typically far reaching in scope and consequence.
However, most business change is rarely a workquake, whether by intent or default. And most
business change management situations are neither about “change” nor call for
"management”.
I am a big fan of author and psychologist William Bridges. He is one of the original change
gurus, and I still hear his ground breaking 1991 book, Managing Transitions, cited by change
agents. His philosophy is that what we are experiencing is not change. Change is a one-time
occurrence, the initiating act or event. After that, what is experienced is the transition from one
state, the old state, to the new state..
An example I personally use is physical change in the workplace. Whether the change is small
change, such as moving a person from one desk to another, or a large, such as moving an
entire company from one site to another, physical change is one of the least liked kinds of
change, for two reasons.
Business WorkQuakes™ are those catastrophic, cataclysmic events that occur and drive
change. They are characteristically previously unseen, unknown and unpredicted. As a result,
their aftermath is typically far reaching in scope and consequence.
However, most business change is rarely a workquake, whether by intent or default. And most
business change management situations are neither about “change” nor call for
"management”.
I am a big fan of author and psychologist William Bridges. He is one of the original change
gurus, and I still hear his ground breaking 1991 book, Managing Transitions, cited by change
agents. His philosophy is that what we are experiencing is not change. Change is a one-time
occurrence, the initiating act or event. After that, what is experienced is the transition from one
state, the old state, to the new state..
An example I personally use is physical change in the workplace. Whether the change is small
change, such as moving a person from one desk to another, or a large, such as moving an
entire company from one site to another, physical change is one of the least liked kinds of
change, for two reasons.
Business WorkQuakes
Part 1: Transition and Change
Part 2: Business WorkQuakes™
Part 3: WorkQuake™ Preparedness
Part 1: Transition and Change
Part 2: Business WorkQuakes™
Part 3: WorkQuake™ Preparedness
| "Change we choose is entirely more palatable than change that is thrust upon us." - Catherine Adams Lee |
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