Women have been invisible
Caroline Moser from the University of Manchester discusses the potentially transformative role of women in the cities of the future.
25 SET 2018
The volume of personal and organisational change that we face has perhaps never been greater. New technologies are disrupting business and global economic shifts mean companies must adapt to shifting markets.
Every change project requires the transition of individuals from one set of behaviours to another. And because every change project is really about individuals, you need individual motivation to make it happen.
Most organisations, however, use the notion of a ‘burning platform’ to create the organisational imperative. Effectively this is akin to saying: “We all need to change, or a bad thing will happen.”
Predictably, this is rarely enough on its own to produce genuine motivation in individuals. At its worst, it can leave those that should be at the heart of change feeling powerless, unhappy and disengaged.
So, what does it take to create a positive environment for change? Fundamentally, it all boils down to this: the effort it takes for an individual to change their behaviour has to be less than the sum total of their motivation levels, the capacity, time or resource that they have to effect change, and the support they are given. Expecting employees to change because “it makes sense” doesn’t address the practical steps of capacity, support and motivation.
Whatever change your organisation is undertaking, making the time to understand and support individuals through change will not only see your benefits realised sooner, but you will also create a happier, more motivated workforce: something everyone wants.