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Performance environment

Organization, processes,

culture, rules, team

Motivation

Interests, motivation, career,

passion, leisure, sense of purpose

Capabilities

Coaching, reading books,

training, further education

ership or because the organization has a goal require-

ment that is not right.

On the path to reaching goals, people need feedback.

“Feedback always improves performance, not just

sometimes,”

says Treiber. In change projects, employ-

ees rarely receive enough feedback. He refers to an ex-

ample from tennis.

“If I hit the ball wrong, then I get

immediate feedback – instant even.”

But in change

projects, employees hardly ever get feedback, some-

times in the worst cases, as late as the Project Review.

Often it is indirect, and displayed as rumor, such as:

“I’ve heard that things aren’t going to plan with you.”

Giving feedback is not about the judgement of personal

behaviors and ways of doing things, but about the valu-

ation of successes and barriers on the path to reaching

goals. Feedback should be complemented via inten-

sive coaching and training.

“That is exactly the way

in which people should lead implementation projects,”

says Treiber. In that way, it is easier for employees to be

motivated for new processes and ways of doing things

that they often view as more work or obstructive.

“After

a certain amount of preparation time, changing an or-

ganization is actually quite fast,”

adds Zanger.

“On day

X you change the switches and the new organizational

structure is active. Until that is lived and really working

more time is needed, and above all, until the “aha” effect

occurs.”

Psychologists have long known that people are crea-

tures of habit. They tend to only do things regularly

which make them feel good – they are willing to do the

things they are good at. In the context of change proj-

ects, the recognition of this fact means that in order to

motivate employees, managers need to awaken an un-

derstanding regarding the necessity of change.

“In a professional setting, we call feedback ‘perfor-

mance management’,”

says Zanger. It lends itself well

to the measurement of measures, for which Zanger

stands for a reaching of goals via iteration.

“First the big

changes, then the small ones and finally amendments.”

70 to 80% of the maturity level is reached quickly, then

comes the detailed work, albeit first once the consul-

tants have already left the company.

Micro Habits

The people factor is the decisive one in change process-

es. We are all motivated and led by personal interest.

Company

contribution

Individual

contribution