Human nature tends to be ambivalent regarding change – on the one hand we “embrace” change, we see it as a challenge; on the other hand, change creates a  fear, resistance and de-motivation

In mapping the forces of change we list “fear blocks” opposite the “promise engines”.

We categorize uncertainty, loss of control and personal losses as “fear blocks"; as opposed to benefits, personal profit and development possibilities as “promise engines”.

Changes deriving from new needs whether due to external pressures for change or from planned, deliberate internal desires (internal reasons).

As external reasons one can appoint business opportunities, a business threat or technological change. Internal reasons derive from a personal desire for development, growth and transformation.

It is sufficient to point out that 37% of organizations undergoing a process of change, undertake change only when the CEO changes.

The Manager's Role in Change Management

• Draw the vision of change.
• Create a future orientation.
• Communicate confidence, optimism and passion.
• Provide emotional support.
• Identify fears and concerns.
• Balance betweem reason and emotions.
• Create certainty via a process that encourages change.

• Organizational Development

• Organizational Analysis

• Change Management

• Organizational Equalizer

• Mangers Dev. & Training

• Service Strategy & System

• Monitoring & Control

• Executive Education [H]

• Minimal Effective Change [H]

• Change Management [H]

• Change Implementation [H]

• Change Management [E]