Morphos is all about change. With change, there is learning, there is growth, there is opportunity, there is hope. We want change, but how to go about bringing change?
 
Kurt Lewin has a simple 3 step model for change:
 
1) UNFREEZE
Before we change anything, we must realise that there is already a “set” way of doing things (even though that may seem messy). Hence, for any change can happen, we need to first UNFREEZE by creating motivation for change through methods such as goal setting, reflection, self-assessment, etc. Existing rigidity due to systems and policies may also need to be dealt with, so as to allow for change.
 
2) CHANGE
CHANGE can bring about uncertainty and anxiety, fuelling the voices of those who resist such CHANGE. Hence, not only must we consistently and constantly communicate the CHANGE, we also need to gain quick wins to build the momentum towards the future. Depending on the needs of the moment, CHANGE may occur at the highest level of organisational leadership, or it may focus on the frontline sales staff.
 
3) REFREEZE
It is important to realise that never-ending change may not be the most conducive for the organisation’s long-term growth. We need a clear purpose to focus our energies and sustain our efforts. Hence, we need to REFREEZE the positive changes by integrating such changes into our systems, policies, and culture.
 
Remember, the accomplishments today may be the status quo of tomorrow. Be the leader that continuously peeks over the horizon, and seeks for the future.
 
蜕变关乎改变。有改变,便有学习、成长、机会、及希望。我们要改变,但怎么变?
 
库尔特·卢因 给了我们带来蜕变的简单三部曲。
 
1)解冻
在还没有改变任何事之前,我们必须明白已经存有的“一贯”作风(即使这作风是杂乱无章的)。所以如果想要带来改变,首先必须解冻。这意味着通过设立目标、反思、自我考核、等方式创造迎接改变的推动力。现有的硬套体系流程也可能需要调整,来容许改变。
 
2)改变
改变能带来许多未知数及忧虑,因而提高反对改变的声量。所以我们不只需要常常并一致性的沟通改变,而且也需要取得快速成果来带动改变的步伐。根据当下的需要,改变可以在组织的最高层面开始,也可以集中在前线的销售员上。
 
3)再次冻结
我们必须明白无间断的改变未必利于组织的长期发展。大家是需要明确的目标来聚精汇神,坚持不懈,直到成功。所以我们必须再次冻结,把积极的改变导入我们的体系与文化。
 
记得,今日的成就可能会是明日的现状。让我们成为那时时放眼未来的领导者。
– Coach Louis Chin
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