Acknowledging emotions and understanding how individual factors influence change aversion may be as important as factors inherent to the initiative itself. Yet we find that leaders often miss this critical component. Identify ways to capture how people are feeling and coping before, during, and after a change program. Building the institutional muscle to gain real-time insight into employees’ emotions through pulse checks and manager check-ins has proven to be effective on many fronts. A case study at Ubiquity Retirement + Savings—where people literally “punch-out” with their strongest-felt emotion of the day (from smiley face to frowny face)—revealed that this practice is not an HR gimmick: it spurs creativity and better teamwork and improves work quality.
Source: “How Change Aversion Can Derail a Transformation”
Original Publication: Boston Consulting Group
Subjects: Change Management, Human Resources, Organizational Behavior
Company: Ubiquity Retirement + Savings
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