If you’re applying the same reinforcements as in the past, you will get more ‘same.’ The current reward system is designed perfectly for reinforcing the status-quo.
Lakewood, CO (PRWEB) October 17, 2011
IMA (Implementation Management Associates, Inc.) announces the availability of a complimentary eBook, “Meeting the Challenge of Transformational Change: Do You Have the Transformational Change Leadership to Cross the Abyss?” The eBook offers practical guidance and tips for leaders who are investing in transformational change and need to understand what is required for execution success leading to benefit realization for the transformation.
Transformational change means the organization is operating in entirely different ways—doing different things, differently. “Executive teams that invest in transformational change should understand that the driving factor for implementation at speed lies in their own actions,” says Don Harrison, IMA President. “Transformational change requires that leaders make the transformation a top priority or it is dead on arrival.”
Specifically, these leaders must express, model, and reinforce their personal commitment to the transformation with their own direct reports. This cascading commitment is then repeated by managers at each organizational level, with reinforcement being the most powerful action leaders and managers can take. “30-50% of the success of the transformation depends on the organization’s ability to achieve this cascading network of sponsors. And what managers reinforce on a daily basis has three times the weight of what they say,” adds Harrison.
The reinforcement—meaning the positive and negative consequences applied by managers with their direct reports on a daily basis—is the power lever for motivating the behavior change that is the heart of the transformation. Notes Harrison, “If you’re applying the same reinforcements as in the past, you will get more ‘same.’ The current reward system is designed perfectly for reinforcing the status-quo.”
Without the change in reinforcements, people will continue to follow the current success patterns, and the transformational change will stall out or fail. “It is much more difficult for people to change their behavior than to stick with the status-quo, which is tested and has worked up to now.” says Harrison.
The eBook points out that many organizations focus on communicating the rationale for the transformation, but miss the fact that logic alone will not get people to change their behavior. The motivation to change is a direct result of the change in reinforcements
“The business of leaders today is to determine what the transformational change strategy is. The business of managers is to change the organization through their daily actions,” concludes Harrison.
Implementation Management Associates (IMA) is an international consulting practice that guides organizations through all types of organizational change implementations, applying a business-disciplined, structured approach to implementation management known as AIM (Accelerating Implementation Methodology.)