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CHANGE MANAGEMENT


HELPING PEOPLE


CHANGE A


s we explored in 5 Ways To Get Your Employees To Change,1


stimulating


and sustaining behaviour change in organisations is really, really hard and it’s very easy to get it wrong. So what are the most common mistakes and how can you avoid making them?


1 Not being relevant


Whatever type of learning you choose to help engender behaviour change, it’s imperative that the change you want to make is clearly related to organisational goals. Tat relevance must also be extend- ed to a well-defined What’s In It For Me (WIIFM) for the individual learners. If you don’t, or can’t, show why people should make the change, both for them- selves and for the organisation, there will be no incentive for them to do it.


2 Trying to do too much at once Te Persuasive Technology Lab2


at


Stanford has done some interesting work focusing on the use of technology to change behaviours. It emphasises the importance of directing your efforts towards changing one or two behaviours at a time and suggests the best approach is to ‘seek tiny successes one after the other’. It may feel pretty


Tess Robinson outlines how to avoid the 10 mistakes of behaviour change


16 | July 2017 |


@TrainingJournal


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