weblogo

  • Are you really going to choose a business consultant by reading their website?

    Of course you're not, so why not cut to the chase and call me, Sarah, on 03 442 3645. A quick chat is the easiest and fastest way for you to find out whether we'll be able to work together to grow your business. I'm always happy to talk about business innovation and strategic change and if I can't help you, maybe I can point you towards someone who can. If you'd prefer that I phone you just use my contact form to let me know and I'll get back to you.

    • Managing Change

    It’s impossible for business change to be wholly confined to systems and processes – people are always involved too and therein lies the key difference between project or programme management and change management.  The first two are primarily concerned with delivering tangible changes while the later is focussed on enabling the people impacted to accept, adapt and take ownership of their new environment.

    Resisting change is a part of being human, we all opt for the familiar and secure over the unknown and high risk most of the time. Change = Risk. Individuals are naturally risk averse or risk seeking to different degrees and that’s something that a change manager can’t do anything about.  So to manage change effectively we need to use other, more accessible levers.

    In order for change to achieve the desired results each individual involved must

    • be dissatisfied with how things are right now
    • share a vision of what things can be like in the future
    • understand the first, concrete steps that they can take towards that vision

    AND

    • the product of all of these three must outweigh the individual’s resistance to change.

    This is the Gleicher formula (usually written as: D x V x F > R where D = Dissatisfaction, V = Vision, F = First steps and R = Resistance) which is one of the fundamental theories of change management.