Readiness is comprised of excellent communication activities aimed at inspiring change. Effective communication is required to implement and sustain change. Specified short-term objectives intended long-term objectives must be communicated effectively if change is to occur.
Consider how you can best communicate your goals and expectations to your team members. Do they understand their role in the company's success? Are they satisfied with their employment conditions? If not, it may be time to review these issues together.
You need to be ready to accept change; otherwise, there will be no change. Be willing to let go of old ways of thinking about problems and seeking solutions. Look for opportunities instead of obstacles. Keep an open mind. Don't get too fixed on one approach or strategy. Consider different possibilities before making a decision. Remain flexible.
It is important to note that being "ready" does not mean that everything will go according to plan. You should still plan ahead, but you should also be prepared to make changes as they arise. It is impossible to predict what might happen during implementation so be sure to have a backup plan in case things go wrong.
Finally, be patient! Change takes time. You cannot expect to implement new practices immediately after deciding they are needed. Give it some time before you evaluate your progress.
According to Prochaska, it is critical to understand where you are in the change cycle—your "readiness for change"—in order to define suitable goals and action steps and choose the best solutions. To put it another way, if you establish objectives for yourself that you are not prepared for, you are setting yourself up for failure.
Stages of change model how individuals move through different stages of readiness for change. The model was developed by James O'Neill in 1974. He based his work on studies conducted by Elliot Aronson at Harvard University and Carl R. Rogers at Boston University. These researchers found that most people who wanted to change a habit actually needed to go through several stages before they were ready to make a commitment to change.
- Precontemplation: In this stage, people are unaware that they have a problem that needs to be changed. They believe that they are perfectly able to solve any problem that comes their way.
- Contemplation: In this stage, people are aware that they have a problem that needs to be changed, but they don't see themselves as capable of changing. They may feel frustrated or powerless when faced with a situation that requires them to make a decision about changing their behavior.
- Preparation: In this stage, people have decided that they want to change a certain behavior and have made some plans to do so. They feel confident about their ability to change.
Follow these six measures to ensure that your workers' professional development programs are on track.
The terms in this set (7)