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culture, rules, team
Interests, motivation, career,
passion, leisure, sense of purpose
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
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.
a certain amount of preparation time, changing an or-
ganization is actually quite fast,”
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
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-
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.
The people factor is the decisive one in change process-
es. We are all motivated and led by personal interest.