| The biggest myth in the HR fraternity is that people | | | | most important one. Only if management succeeds to |
| can be motivated by others, however the case in point | | | | create a willingness for changing values, beliefs, and |
| is that they are motivated by factors other than other | | | | behaviours, the organization will be able to exploit their |
| people. That is a kind of organizational environment in | | | | real potentials. |
| which they feel comfortable. | | | | Exercising and Learning |
| Leaders need to understand the motivational needs of | | | | They will experience success and failure during this |
| individuals and groups. They need to work out a plan | | | | phase. It is the change managers task to create some |
| encompassing with some points that are beneficial for | | | | early wins (e.g. by starting with easier projects). This |
| employees and groups, at the same time they are in | | | | will lead to an increase in peoples perceived own |
| line with goals and strategies of the organization. | | | | competence. |
| Sunil Goel, GlobalHunt India says “Developing an | | | | Realization. |
| environment that improves employee's motivation is | | | | People gather more information by learning and |
| hard work. There is no one size fits all solution, as | | | | exercising. People understand which behaviour is |
| motivation is driven by "what's in it for me". | | | | effective in which situation. This, in turn, opens up their |
| Phases in Change Processes: | | | | minds for new experiences. |
| Normally, people perceive change processes in seven | | | | Integration |
| typical stages. | | | | People totally integrate their newly acquired patterns |
| | | | of thinking and acting. The new behaviours become |
| Phase | | | | routine. |
| Description | | | | |
| Shock and Surprise | | | | The problem for most executives is that managing |
| Confrontation with unexpected situations. This can | | | | change is unlike any other managerial task they have |
| happen ‘by accident’ (e.g. losses in particular | | | | ever confronted. One COO at a large corporation told |
| business units) or planned events (e.g. workshops for | | | | that when it comes to handling even the most |
| personal development and team performance | | | | complex operational problem, he has all the skills he |
| improvement). | | | | needs. But when it comes to managing change, the |
| Denial and Refusal | | | | model he uses for operational issues doesn’t work. |
| They believe there is no need for change; their | | | | “It’s like the company is undergoing five medical |
| perceived competency increases again. | | | | procedures at the same time,” he told . “One |
| Rational Understanding | | | | person’s in charge of the root-canal job, someone |
| People realize the need for change. According to this | | | | else is setting the broken foot, another person is |
| insight, their perceived competence decreases again. | | | | working on the displaced shoulder, and still another is |
| Emotional Acceptance | | | | getting rid of the gallstone. Each operation is a |
| This phase, which is also called ‘crisis’ is the | | | | success, but the patient dies of shock. |