Mobilizing Support


Mobilizing support for change requires a blend of logic, emotions, and values. The change managers should:

  1. Developing clarity about the target audience: in an effort to achieve acceptance of any change idea, it is very important to clearly understand who the relevant stakeholders are, what are their identities, their aspirations, their values, and their influence in the organization. The target audience is never homogeneous group. These would be people who may be ready to support the change ideas quickly, people who oppose change no matter how sensible the ideas are, and people who are willing to listen but should not be taken for granted. A change manager should identify the real interests of these sub-groups and should tailor the communication and persuasion effort accordingly. In other words, the change manager should be sensitive to the fact that there would be multiple views and perceptions in an organization and it is important to be clear as to what these are.
  2. Getting people involved: When a change manager begins the change campaign by making a strong presentation and supporting it with huge data, there is a danger that employees at the receiving end may become mere spectators and skeptics. At the same time, it is not realistic to expect that people would volunteer themselves to engage in defining a change initiative. What is most useful in such a situation is ‘foot in the door’ approach. This involves asking people to make a small initial commitment, which may be in the nature of asking their views on the present situation and discussing possible courses of action. Over a period of time, these small commitments could be extended to sustain larger change objectives. This approach is particularly useful to attract skeptics to the change program.
  3. Crafting the message: A primary process in the influence effort is not change in attitude towards an object, but change in definition and meaning of the object. Once meaning changes, attitudes change accordingly. A change manager should present the idea in such a manner that it evokes sufficient curiosity among members to explore it further. The message should be simple, but clear enough in its scope. Rather than a conclusive statement, it should invite people for a dialogue. People tend to be more attracted towards stories and symbols than hard numerical data. A change manager should be able to make use of these soft dimensions of relationships to gain attention to the change idea.
  4. Timing the campaign: Many ideas are rejected because they are presented at a wrong time. A change manager should first use informal meetings to generate the need for improving present levels of performance and make people receptive to new suggestions. Change ideas should be presented only when people are willing to engage in a dialogue process. This is very similar to a gardener first preparing the soil before sowing the seeds.
  5. Sustaining the momentum: Mobilizing support for change is never a one-time activity. It takes considerable amount of time to get people involved and committed to the change idea. It should be best for people with high expertise and credibility to lead the change. People listen to those who have expertise while framing their position. Then those people should be identified who favor the change idea and they should be helped to articulate their views in public. People tend to stick to their positions that are made in public

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Eyesight, Mindsight, Winners, Losers, Dreams, and … Success


A great life always begins with a dream—a vision. Each person has two kinds of vision: Eyesight and mindsight. Eyesight tells us what objects are around us. Eyesight forms pictures of trees, people, buildings, mountains, water, stars, and other physical, tangible things. Eyesight is physical.

Mindset is different from eyesight. Mindset is the power to see not what is but what can be when human intelligence is applied. Mindset is the power to dream. Mindset forms pictures of the future – the home we want, the family relationship we desire, the income we will enjoy, vacations we want to take, or our wealth at some point in time.

Eyesight is strictly physical and sees only reality. Mindsight reveals what is not yet real nor tangible. How we choose to use our mindset to dream determines our success (achievement, influence, and satisfaction), our wealth (income, net worth, and physical well-being), and our happiness (respect, joy, and commitment).

People differ little in eyesight. At a very early age, all children using eyesight can clearly distinguish objects, such as people, buildings, stars, and water. But people differ enormously in mindsight or mental images of what is not yet real or tangible. A great majority of people see spending a life in a mediocre, modest-paying job. In the social department, their mindsight sees little joy but lots of boredom and big problems. And in the home department, they see, at best, only an ordinary, dull, problem-plagued existence.

On the other hand, a few success-directed dreamers see the future as filled with challenge. They see work as a road to advancement and prestige, and to large rewards. Creative dreamers see social relationships as encouraging, as stimulating, and as fun. In their home department, they see excitement, adventure, and happiness. They choose to dream of a good and great life.

Whether we spend life winning or losing depends on how we use our mindsight—what we choose to see or to dream. Each of us has the power to make this life a heaven or a hell, depending on how we choose to dream about it. Those who see life as heaven are the winners; those who view life as hell are losers.

Some believe luck or chance determines their destiny. These people think that fortunes, success, and the good life depend on the roll of the dice, on the spin of a wheel, or on a randomly selected number in a gamble.

Wishing is different from dreaming. Wishing is passive and inactive. Wishing is an idle pastime with no brains or effort behind it. But dreaming is backed up with an action plan to produce results. Anyone can wish. But a dreamer takes action on what he or she wants.

You can divide people you know into two categories: The winners and losers. Winners are active dreamers working to convert their dream into positive, tangible accomplishments. Losers are inactive faultfinders who believe the system is against them and luck or fate determines what will happen. Losers are cynical. Losers are pessimists. Losers are selfish—not my job; why should I help; nobody ever did anything for me. Losers want something for nothing.

Winners are people of good will. Winners are generous. Winners know “there’s no free lunch,” “Sacrifice means investing in the future.”

People who dream big think, “Regardless of how good or bad the situation is now, it will get even better. It always does. They bank on a great future.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight

Psychic Profile of a Healthy Company


Just like a fine athlete is more than someone who isn’t sick, a healthy company embodies people and practices that combine and coordinate to produce an exceptional performance.

Healthy companies all possess and emanate a certain vitality and spirit  This spirit is not a religious fervor or a mindless cheerleader enthusiaism but a deep feeling of shared humanistic values at the core of the company. These values are the glue that binds healthy, successful employees with healthy, productive workplaces.  They influence the way people act and think at all levels of the company and form the foundation for corporate policies and practices. They define roles and responsibilities and dictate how business decisions are made. These principles are expressed and applied at every turn of the business, from receptionists and loading dock workers, through managers and executives, and into the board of directors.

These values are perpetually interacting, expanding, and contracting like a living entity. Each value depends on and determines the health of the others; sickness or disease that undermines one weakens all; robustness in one value strengthens all. The values at at the heart of the healthy company enable it to continuously grow, evolve, and renew itself, reinforcing what is productive and positive and sloughing off the unhealthy and unworkable. In short, the causes and effects between values, people, and companies are not linear but circular. Values are the center of the enterprise; they circulate through every cell and artery of a company, and a company and itsemployees either reinforce healthy values or bring about their decline.

Healthy company values bind people to their organizations. By creating a common language and appealing to principles of dignity, commitment, and growth, these values help to create an identity that connects thousands of people around a shared mission. Suddenly, the traditional hard values of business success and the nontraditional soft values of human development merge into one dream.

This convergence generates a synergy, producing something greater than the sum of their parts–a vital business that lives and breathes a humanistic philosophy, that treats people as more than profiot producers, views relationships as more than simply financial contracts, and regards the workplace as more than a setting for business. It is a holistic environment, one that nurtures, stretches, and empowers people. The result is an organizatipn that optimizes people, principles, and profits.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com

Group Mapping


Group mapping can be seen as similar to brainstorming and seeks to surface contributions from all those attending. However, group mapping used for strategy making has a number of important differences from brainstorming.

Group mapping encompasses the surfacing of assumptions, concerns, facts, assertions and constraints along with their relationships. The process of detecting how issues impact upon one another is found by most managers to be an activity that they can relate. Group mapping thus aims to release deep knowledge and wisdom to get beyond the apparently similar descriptions of situations and into the subtle, but important, differences of what has to be done and why.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.

21st Century Company


  • Does your company have a compelling reason for existing?
  • What would the world lose if it ceased to exist tomorrow?
  • Does your company have clear and agreed vision, goals and values?
  • Who within the company has thought through what the vision and these goals and values mean for its relationships with people, whether as customers, suppliers or business partners?
  • Is there an overview of what the company is trying to achieve in terms of various objectives?
  • Are all the objectives expressed in terms of measurable outputs?
  • To what extent are you and management colleagues frustrated with what has been achieved in the area of corporate transformation?
  • What are the symptoms of non-achievement?
  • Is there a process in place within your company to root out the underlying causes of gaps between aspirations and achievement?
  • Is the complex nature, and full extent, of the corporate transformation challenge fully appreciated?
  • Has thought been given to whether particular change elements are missing from the transformation jigsaw puzzle?
  • How genuine is the desire to change in each functional component and business element of your organization?
  • Is there an agreed vision of a more flexible and responsive end point organization?
  • To what extent have the changes which have been introduced into your company to date influenced attitudes, values and behavior?
  • Have relevant roles and responsibilities been allocated, and the required resources been lined up;
  • Are people equipped, empowered and motivated to do what is expected of them?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir