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How do we overcome people resistance to change?  

This week's article is about what leaders need to do when they encounter people with resistance to a company's change initiatives. It's a proven approach to making people problems disappear and thereby eliminating the need to "change the players." The article appears below.

Have a nice day, and stay connected.

  
Bill Gaw

Business Basics, LLC
6003 Dassia Way
Oceanside, CA 92056
bg@bbasicsllc.com 
760-945-5596


Something Old But Still Appropriate
"Goals, Roles, Rules, and People." 

There is little doubt in the minds of most people that individual achievement, while important to overall company performance, is no guarantee of success. Therefore it came as no surprise when I heard the results of a Harvard Business School study that concluded: when business management concentrates on the replacement of people as their main thrust in problem solving; problems tend to become unsolvable. 

This study went on to say that trying to solve complex business problems by "changing the players" was a common characteristic of poor performing companies. 

There are four basic elements in company performance: GOALS, ROLES, RULES AND PEOPLE.

GOALS  - This is the company game plan that will define the level of                achievement required by the team to assure a predetermined level of business success. 
ROLES  -  A definition of the jobs to be done and who has the accountability and authority to execute. 
RULES  - The policies, procedures and processes that form the basis of consistent action and performance excellence.
PEOPLE - The players that make up the team; a company's most valuable asset. 

The study concluded that companies that attacked these elements from the bottom up were losers, while companies that prioritized its problem solving from the top down were the winners. 

It's literally amazing that when a company establishes its GOALS, defines the ROLES, and documents the RULES; PEOPLE problems disappear and the need to "change the players" seldom materializes.

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