Stop using rational arguments to drive change | All articles

Managers too often rely on cognitive arguments to convince people to change, but employees have become “numb” to statistics, says leadership expert Gavin Freeman.

When you want to implement a new initiative or just change the way things are done at work, the big challenge is to overcome initial resistance, he told a recent briefing hosted by Quay Appointments.

“It’s not easy to get people to change the way they’ve done something for a long time. They think, ‘If I just sit in a corner for a little while and wait, they’ll g away and I can go back to what I was doing before’.”

The challenge is to overcome their internal resistance to change and get them to make a choice – not force them to change – says Freeman, who applies his experience with elite sports coaching and psychology to the corporate world via The Business Olympian.

via Stop using rational arguments to drive change | All articles.

Stop using rational arguments to drive change | All articles

Managers too often rely on cognitive arguments to convince people to change, but employees have become “numb” to statistics, says leadership expert Gavin Freeman.

When you want to implement a new initiative or just change the way things are done at work, the big challenge is to overcome initial resistance, he told a recent briefing hosted by Quay Appointments.

“It’s not easy to get people to change the way they’ve done something for a long time. They think, ‘If I just sit in a corner for a little while and wait, they’ll g away and I can go back to what I was doing before’.”

The challenge is to overcome their internal resistance to change and get them to make a choice – not force them to change – says Freeman, who applies his experience with elite sports coaching and psychology to the corporate world via The Business Olympian.

via Stop using rational arguments to drive change | All articles.

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