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Change management and Behavioral Change Coaching, change, behavior change, how to change, behavior and change management and behavioral change coaching, how to successfully change managers and executives behavior, change agent and behavioral coaching, change management and executive coaching, change management and psychology, behavior change and coaching, coaching change, change agent, psychology change skills, change behavior, techniques and tools, change model, psychology, behavior change, executive coaching and change management, psychological change management and coaching, coach, how to change behavior, 

 

       


 

       Certified Master Coach Course - Some Introductory Notes: Behavioral Change Coaching and Change Management: 
      Change Management is Failing and how Behavioral Change Coaching can help.
          -Today, an organization's ability to change their people's behavior isn't just a crucial survival strategy - it's possibly the
           one thing that's most worth learning
©

           (Change Management and Behavioral Coaching - 'Behavioral Coaching' by Zeus and Skiffington -published by McGraw-Hill, New York)
"There is nothing permanent except change. Change is the only constant. Change alone is unchanging." - Heraclitus

Change Management and Behavioral Change Coaching (the missing link for success)..

Today, mastering the art of change is a crucial strategy for every organization..

NOTE: "Change management" theory does not solve the problems organizations have in trying to change themselves.

"Change management" is a derivative of the same seductive reasoning as strategic planning. Both are based on the assumption that there is an orderly thinking and implementation process which can objectively chart a change plan. If that ever was possible, it certainly isn't in today's world of high velocity change.

In today's changed economy businesses everywhere are being increasingly forced to change their structures and practices. As people are the greatest resource of any business there are now many competing calls on their time and their ability to change their thinking and actions to best fit the ever changing market conditions. It follows that a person's ability to change is today's most important discipline.

Change Management has always been an integral part of modern business management, but with the emergence of a changed global economic environment and new business practices it has gathered seriousness.  

Change Management techniques have traditionally helped businesses to adapt and adopt to new systems or way of doing business eg; procedural or production change via project management. However, businesses are increasingly realizing that they need to learn how to implement individual change as well as project change. That said, management still typically see change efforts only in terms of strategy, structure, business processes, technology, skills, products and services—the "work" of the organization. However, mastering the use of new professional skills also requires learning new personal skills sets and overcoming old habits.

Yesterday's tried and true strategies for change are meeting with unexpected internal roadblocks.

An increasing number of recent global surveys reveals the pervasiveness of change management initiatives – greater intensity of change within shorter time spans – and the extent to which those initiatives are proving ineffective.

The average organization has concluded at least five enterprise changes in the past three years. These include culture change (78% of organizations), restructuring (69%), market expansion (61%), leadership transition (52%) and merger and acquisition activity (29%).

This rate of change management that today’s change initiatives are more constant and more complex in response to immediate challenges brought about by market “disruptors”, rapid developments in digital and intelligent technology, and profound shifts in consumer behavior.

Change programs are overwhelmingly failing in their implementation. In one survey, out of 400 change initiatives polled, based on self-reporting, 50% were a “clear failure” and 16% were described as showing “mixed results” – with only 34% being rated as “clear successes”. Only 33% of Companies are reporting that their change programs have been successful.

The fact that 73% of organizations expect more change over the next few years to remain competitive -spells trouble.

Research has shown that blame for the failure of change initiatives wasn’t that employees were reluctant to embrace change -infact 74% of employees said they were willing to adapt to support organizational change. The problem is that personal change only works if people commit to the process of change -for themselves.

Clearly this is not a case of “change fatigue”. The problem is that the current approach to change management practice is now outmoded.

With 70% of companies managing change through the traditional top-down approach, the conclusion is clear-cut:
the top-down approach to change management also isn’t working. This in itself is a BIG CHANGE

The top-down approach was based on the fact that companies were largely vertical, featuring straightforward reporting lines where leaders had all the key information. The top-down approach mirrored the way the organization was structured and the way the work flowed. Clearly the top-down change approach is fundamentally disconnected from the way many companies are structured and work today.

The challenge to learn the art and science of individual change is now paramount to any group success.
Lasting, productive change efforts require significant changes in behavior to succeed. Most change management projects also require fundamental shifts in people’s mindsets, culture, relationships, language, and other aspects of how people work with each other. Yet, most of today's change efforts still attempt to mandate changes in people from the outside in, through strategies such as the threat of job loss, new performance standards, or replacing old systems with new ones. However, any change effort will only succeed if people choose to undertake personal change. 

Despite the efforts of well-intentioned change management professionals, most of their education and training efforts do not produce sustainable changes in behavior.

Innovation, enhanced performance, increased well-being comes about when people are empowered to engage in self-development and self-awareness instead of being put in boxes and controlled.

It's all about People as well as the Process.
Change cannot be managed and made to march to an orderly step-by-step strategic process. For example; when there are dramatic shifts in market conditions, an organization cannot be suddenly turned around and become an innovative market leader/powerhouse in just several months by highly paid consultants employing change management theory alone. But, this is the false expectation that many organizations have today. Organizational change management consultants cannot be expected to radically and quickly reengineer years of bad habits and convoluted processes whenever their market changes and when revolutionary new technology appears every several years or so.

Successful, Lasting Change Flows From Individual Learning, Growth, and Development.
When cost pressures build and market competition increases, the traditional change consultant is simply not equipped to develop individual personal development plans that will dramatically flatten organizations and empower everyone who've had years of traditional command and control conditioning. Similarly, change consultants cannot succeed with just a strategic plan alone to guide organizations how to thrive and survive in today's global village markeplace. What's required are not just long term system changes and individual professional skill changes, but also cultural, habit, thinking and personal skill changes. These later behaviors can only be changed by change-agents who have been trained in the use of evidenced-based behavioral change methodologies and tools.

Similarly, Value Based Management programs that focus only on the importance of Managing for Value (knowledge transfer) will not likely succeed. VBM Consultants also need to be trained how to empower people to change their intention to change and by providing a lot of attention to attitudes, subjective norms and perceived behavior control.

Walking the Talk
Without support and guidance however, people are reluctant to risk or invest in the new behaviors. When an organization's leaders overtly model the new behaviors first, they create a safe environment for their managers and employees to also embrace change. As today's organizations require shifts in thinking and behavior in order to succeed, their leaders need to accept their responsibility to walk the talk they are asking of the organization.

So, just why is it so hard to accept personal change?
- Because it's human nature to resist change!  Using "facts" to convince a person to change very rarely works! Another reason change efforts can fail is that senior management typically equate inspiration with learning and action. Sustainable change and learning is a biological process that corresponds with a behavioral change plan. Just as importantly, the motivation to change has to come from within. Remember, you are the only one who can make the decision to change.

Change also requires multifaceted Support.
-People need a sense of confidence that their changes will be aligned with the people and processes around them. This is where some coaching culture efforts fail. Even when a change program starts with the top leadership group (which it must), it can easily wither somewhere in the middle. That's why most organizations engaged in instigating a coaching culture need to hold "alignment coaching workshops" that ask middle and line managers (the people who make processes work) to learn the nature and benefits of coaching (eg; the nature of change and how to change) and the ways systems could actually inhibit the coaching agenda for change.

Growing and developing involves letting go of something and letting go involves risk. And where there is risk there is doubt and where there is doubt, there is fear. People do not expect or want to be anxious or fearful of change -but cognitive dissonance is part of the change process and the change agent must be trained in how to work with it.

Behavioral Coaching is all about achieving behavioral change.
To accomplish substantive and sustained individual behavior change, certain psychological methods must be used and specific protocols followed.

The change process used in professional behavioral change coaching, in essence, is a psycho-logical one and thus requires a specialist training and expertise on the part of the coach. In order to help adults change significant facets of their behavior and enhance their performance at work, it is essential that coaches use proven behavioral change models and processes from the behavioral sciences.

Specially trained Coaches as Change Agents.
A Change Agent is someone who is able to make positive behavioral changes in their lives and also the lives of others. A change agent is a person who is formally conducting a change effort. The change agent is involved in all steps of the process of change. Coaches are Change Agents -however most "coaches" are not taught how to assist their clients to make changes and as a consequence only see them fail in the process of transition.

Change is situational and physical, like applying new skills. But, there is a transition period, a psychological process, which people must pass through to come to terms with the new learning, skill, behavior, situation etc. Transition starts with an ending. When you move forward, you have to have an ending of where you were. For a person to successfully make a change, they must leave the past/where they were. This takes time and expert guidance by a professionally trained coach in the use of proven behavioral change methodologies.

The Behavioral Coaching Institute's Master Coach Certification Course.
Established in 1994 -the Institute was the world's first international professional coach training institution specializing in workplace coaching. 100's of the world's leading people development savvy organizations (eg; eg; Lloyd's Bank, Toyota, McKinsey & Co., Sony, Singapore Civil Service College, GE, Ernst & Young, CitiBank, Motorola etc..) have used the Institute's elite Master Coach Course to acquire industry-proven coaching best-practices and evidence-based, behavioral change methodologies.


 
The Certified
Master Coach Course -includes the latest training in the use of NST's 4 Primary Behavior Change Models to effect lasting individual behavior change and learning: The Behavioral Coaching Institute's fast-tracked Course (Self-Study, Campus and Distance Learning Format) meets the critical needs for an organization's key people engaged in managing change efforts, as well as internal or external "coaches", consultants and "change-agents", to be certified, trained and mentored in the use of proprietary, scientifically proven, reliable change models, tools and practices. Read More >.... 

See:  Change, Self-Transformation, Behavioral Change and Coaching..

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