By Richard H Axelrod
Building engagement is essential for each association. however the conventional top-down coercive swap administration paradigm—in which leaders “light a fireplace” lower than employees—actually discourages engagement.
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Extra info for Terms of Engagement: New Ways of Leading and Changing Organizations
Example text
When the reward response in the brain kicks in, creativity and innovation increase. According to David Rock, author of Your Brain at Work, “Engagement is a strong reward state . . 1 How the old change management produces engagement gaps Old change management beliefs . . produce engagement gaps The few decide for the many. Your voice doesn’t count. Solutions first, people second. You are isolated from key people, events, and processes. Fear builds urgency. You are fearful, withdraw, and close down.
Steering committee members, usually midlevel managers and union officials, feel that they are raising legitimate concerns based on their understanding of the organization. On the other hand, design team members begin to believe that the steering committee has already determined the answer it wants. The design team goes back and tries to give the steering committee what it wants while staying true to its own beliefs. The steering committee waits for the next report, not quite understanding why the design team members are so defensive.
Every organization is different. No matter how much planning you do, there will always be unintended consequences. After all, you are dealing with people, not machines. A principle-based approach to change is not only necessary, it’s practical. The principles and practices of the new change management build a solid foundation for change, and they provide guidance when you don’t know what to do. INTRODUCTION Here are the new change management’s principles and practices: Principles • Widen the circle of involvement • Connect people to each other • Create communities for action • Promote fairness Practices • Honesty • Transparency • Trust Taken together, these principles and practices create engaged organizations.
