Stages of change management according to the Kübler-Ross model

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Maksudasm
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Stages of change management according to the Kübler-Ross model

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Think Win/Win. This is the first skill in the Social Winning group; it provides clues to collaboration, productive teamwork. The greatest impact in business is achieved where cooperation, not competition, leads.

Partnership is the key to success in any organization. Covey suggests looking at the problem through the eyes of another, identifying key issues and concerns, and discussing options. The skill removes negative energy, builds long-term relationships, and aims to find a solution that satisfies all parties.

First seek to understand, then to be understood. The author of the model believes that this principle in change management is the key to effective communication, which involves listening to a person thoughtfully, with the intention of understanding him, and not thinking about how to respond. This skill is based on the method of sympathetic contact, which involves the desire to deeply understand the partner.

Achieve synergy. The tunisia email list foundation of synergy is creative collaboration. The basic principle of the skill is that the whole is always greater than the sum of its parts. In other words, people achieve more together than working alone. Synergy gives inspiration. Those who have experienced it do not remain the same. The basis for the synergy effect is the fifth skill.

Sharpen the saw. The skill speaks of the need to renew the personality on all levels: physical, spiritual, emotional. Regular and reasonable development is necessary to have the strength to withstand difficulties with dignity. The skill develops and preserves a person as the most valuable resource. The rules for this are simple: physical activity, proper nutrition, giving up bad habits and excesses.

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Stages of change management according to the Kübler-Ross model
A sense of necessity

For effective control over change management, the first step is very important, which involves informing the workforce about the need for upcoming changes. It is imperative to talk about the goals of the transformation, the advantages of changing technological processes, modernizing equipment, improving working conditions and the material component, and training.

Your information must be complete and reliable. Omissions, understatements, uncertainty will immediately be supplemented by rumors and negative gossip. Each step in the process of introducing innovations must be explained and discussed with the team. The need for change must be conveyed to any employee, showing that this is a matter of life and death. Informing may not be verbal. It is good to use bright fresh ideas for this, but trusting personal contact is also a guarantee of success.

A team of like-minded people

Managers initiate and lead changes, but without the support of like-minded people it is difficult to implement innovations. It is necessary to find and organize people who understand the situation and involve them in the work. They must be sought at different levels so that they form the core of support, so that their support can be counted on.
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