"change is always, at some level, about what people value"

Há dias em "Why Change Fails" li e sublinhei:

"All too often, we assume that mere necessity can drive change forward, yet history has shown that not to be the case. There’s a reason why nations fail and businesses go bankrupt. The truth is that if a change is important, some people won’t like it and they will work to undermine it in underhanded and insidious ways. That’s what we need to overcome.

...

Organizations face similar challenges. Sure they invest in tangible assets, such as plant and equipment, but any significant change will involve changing people’s beliefs and behaviors and that is a different matter altogether. Today, even technological transformations have a significant human component.

...

One of the great misconceptions of our modern age is that people make decisions based on rational calculations of utility and that, by engineering the right incentives, we can control behavior. Yet people are far more than economic entities, They crave dignity and recognition, to be valued, in other words, as ends in themselves rather than as merely means to an end.

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The biggest misconception about change is that once people understand it, they will embrace and so the best way to drive change forward is to explain the need for change in a very convincing and persuasive way. Change, in this view, is essentially a communication exercise and the right combination of words and images is all that is required.

Yet as should be clear by now that is clearly not true. People will often oppose change because it asks them to alter their identity. 

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In other words, change is always, at some level, about what people value. That’s why to bring change about you need to identify shared values that reaffirm, rather than undermine, people’s sense of identity. Recognition is often a more powerful incentive than even financial rewards. In the final analysis, lasting change always needs to be built on common ground."

Bom material para uma futura conversa oxigenadora.

Interessante esta proposta, OpenSpace Beta para fomentar a transformação: 

"Explain the case for transformation.

Explain that specific practices have not been determined. 

Explain the challenges the business is facing in terms of competition, pricing pressure, organizational effectiveness, etc.

Invite everyone involved into the process of writing the transformation story. Communicate clearly that the managers do not have all the answers and that they are looking for the very best ideas to make the move to Beta genuine, rapid and lasting.

Make it plain that the organization will work with a wide array of Beta practices. The results of each intervention on the system (or "Flip") will be inspected to determine whether to continue the specific practice."