changingminds.org

How we change what others think, feel, believe and do

| Menu | Quick | Books | Share | Search | Settings |

Addressing Concerns

 

Disciplines > Change Management > Creating change > Addressing Concerns

Method | Example | Discussion | See also

 

Method

Find out what is concerning them. Listen to them. Try to see things from their point of view and appreciate how they feel ('stand in their shoes').

Then find ways of addressing at least some of their concerns. For example many people resist change because they do not fully understand the rationale or the plans. In such a case, by providing them with more information you may allay their fears and help them appreciate the need for change, even if they do not particularly like it.

Example

A particular manager is avoiding change committee meetings, saying she is 'too busy'. the change manager takes her for a cup of coffee and spends a lot of time listening to her. It turns out she is worried that some of her work will be taken away from her. The change manager explains what is being done to rationalize work and agrees that whilst it is possible that some projects may be cancelled, this is being done by a fair process that the change committee is agreeing. The manager accepts this and attends the meeting more often.

Discussion

Most people who resist change do so because they have specific concerns. However, those concerns need not be in direct opposition to the change and many are based on insufficient understanding of the change.

By listening to them and jointly seeking ways to address their concerns without compromising the goals of the change, the resistance shown by many people can be reduced. In particular by addressing the need for fairness, people will be more likely to accept even adverse consequences.

See also

Questioning techniques, Listening

 

Site Menu

| Home | Top | Quick Links | Settings |

Main sections: | Disciplines | Techniques | Principles | Explanations | Theories |

Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help |

More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes |

Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate |

 

You can buy books here

More Kindle books:

And the big
paperback book


Look inside

 

Please help and share:

 

Quick links

Disciplines

* Argument
* Brand management
* Change Management
* Coaching
* Communication
* Counseling
* Game Design
* Human Resources
* Job-finding
* Leadership
* Marketing
* Politics
* Propaganda
* Rhetoric
* Negotiation
* Psychoanalysis
* Sales
* Sociology
* Storytelling
* Teaching
* Warfare
* Workplace design

Techniques

* Assertiveness
* Body language
* Change techniques
* Closing techniques
* Conditioning
* Conversation
* Confidence tricks
* Conversion
* Creative techniques
* General techniques
* Happiness
* Hypnotism
* Interrogation
* Language
* Listening
* Negotiation tactics
* Objection handling
* Propaganda
* Problem-solving
* Public speaking
* Questioning
* Using repetition
* Resisting persuasion
* Self-development
* Sequential requests
* Storytelling
* Stress Management
* Tipping
* Using humor
* Willpower

Principles

* Principles

Explanations

* Behaviors
* Beliefs
* Brain stuff
* Conditioning
* Coping Mechanisms
* Critical Theory
* Culture
* Decisions
* Emotions
* Evolution
* Gender
* Games
* Groups
* Habit
* Identity
* Learning
* Meaning
* Memory
* Motivation
* Models
* Needs
* Personality
* Power
* Preferences
* Research
* Relationships
* SIFT Model
* Social Research
* Stress
* Trust
* Values

Theories

* Alphabetic list
* Theory types

And

About
Guest Articles
Blog!
Books
Changes
Contact
Guestbook
Quotes
Students
Webmasters

 

| Home | Top | Menu | Quick Links |

© Changing Works 2002-
Massive Content — Maximum Speed