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But the world keeps pressuring organizations to improve their performance still further.
We need some new solutions. Approaches that energize us and restore spirit back into the workplace. Something that makes us more effective performers, while also helping us feel more in control of our lives.
Nobody has all the answers. The world's moving too fast for that. But New Work Habits for the Next Millennium spells out ten of the most critical ones. This new handbook by Price Pritchett-the best-selling author and expert on change-tells us where we should begin in adjusting our work approach for the next millennium.
This is the powerful and eagerly awaited sequel to his earlier handbook-New Work Habits for a Radically Changing World-which is the all-time best-selling book on change. The earlier piece has sold well over 2 million copies, and has been translated into six foreign languages.
Now, in New Work Habits for the Next Millennium, Price Pritchett gives us ten additional guidelines we need to assure our career success as we enter the 21st Century.
Let's consider our four options in how we handle change. We can cope with, adapt to, or exploit change. Or we can actually create change on purpose.
People operating at the first level of change think in terms of just coping with the situation. They respond with a "victim mentality:" Common emotions include feelings of helplessness. Pessimism. Dependency. A lot of valuable energy" gets invested in resistance, anger, blamefulness, or fear. These people bring problems instead of solutions. they talk about how hard things are, and why they can't make it work. Usually the inindset at level one is that maybe change will pass. People wait and hope for a so-called "return to normal."
since people in this coping mode tend to slow down, to be more cautious or conservative, it causes a company" to lose momentum. Productivity drops. Employee energy and attention get diverted away from basic company business, and toward "me issues"-that is, concern over how one might be affected personally by the change. People at the first level of change try to protect the status (1110. 'this means they make little effort to innovate, experiment, or take reasonable and appropriate risks.
Overall, level one behavior damages both our personal and organizational effectiveness. People at the second level of change display more of an "adjustment mentality:" Here at level two there's a clear but not impressiveeffort made to adapt to the situation. Folks may not like what's going on one bit, yet they spend some energy accommodating the change. It may only be grudging compliance, or sort of a "cut your losses" attitude. But people are more willing to go with the flow. Maybe they're merely following orders. Could be they're only accepting the inevitable. But at least they're less of a drag on the organization. The main problem, of course, is that level two's adapters fail to put forth the personal effort they should to help drive the change. They may have resigned themselves to what's going o>, but they don't do all they should to bring about success.
At the third level of change we see the "opportunity mentality." Here our mindset is to exploit change. We try to turn it to our advantage. Instead of spending energy on resistance, we invest ourselves in a search for positive benefits. Change is not only accepted, but also actively embraced as a potential opportunity that should be seized. Problem is, we're still in it reactive mode. At least we're looking for the bright side of things, though, with tile idea that the cloud of change may have a silver lining. Level three performers align quickly with organizational change. They readily contribute their energy and attention to the company's cause.
Finally, we have those people who wisely opt for the fourth level of change. Theirs is a "possibilities mentality:"
If you're a level four performer, you're proactive, not reactive. Instead of waiting for change to happen, you make it happen. You're not content to cope with, adapt to, or even exploit change-you create it. You do it to help the company gain competitive advantage. To be the architect of your own future. And because it's both energizing and fun. Here you have a sharp eye for new possibilities, for how things could be improved, for problems you can help fix. If you're operating at level four, you're fired up by your work. You move with initiative, imagination, and a true sense of urgency.
The mindset at the fourth level of change is one of purpose, adventure, optimism, and faith. Here we invest ourselves resourcefully in exploring. In experimenting and learning. We operate with a spirit of curiosity-a sense of mobility and pursuit-a hope for breakthroughs. We deliberately set forth to do things differently-to innovate-because we recognize change is our most promising solution.
At level four we don't fight the future. We partner with the world of tomorrow and co-create change. Level fear is the success zone. Migratc there, and you can meet the 2 1 st Century on its own terms...