Quick Printing

MAY 2013

Quick Printing is the only business resource serving the quick and small commercial printing niche in North America. Quick Printing is the authoritative source for business information, emerging technologies, shop profiles and management insight.

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HUMAN RESOURCES Change vs. Habit Overcome resistance to change by motivating your employees to comply. By Debra Thompson habits, but the studies highlighted in this book show that the key elements of the habit are the cue that triggers it, the routine that is followed and the reward that is the motivator. It is a problem when the routine becomes destructive to the individual or the business. Obvious examples are alcoholism and gambling. How to Create Change Dear Stumped, Introducing change in an organization is one of the toughest challenges for an owner or manager. There is inherent resistance to change and it requires real determination to overcome it. I have been reading a new book, "The Power of Habit: Why We Do What We Do in Life 26 QUICK PRINTING / May 2013 and Business" by Charles Duhigg. This book focuses on the fact that habits cover everything we do, from the time we arise in the morning until we close our eyes at night. They permeate not only our personal lives, but also what happens in businesses and organizations. Clearly, there are good habits and bad The examples and case studies in the book about the success of changing habits leads to the definition of the Golden Rule of Habit Change: If we keep the same cue and the same reward, a new routine can be inserted. That is what you are trying to do when you attempt to institute change in your company. But the ability to insert a new routine is very dependent on the willpower to stick to the new routine. Since the habits are so often ingrained, it is all too easy to lapse back into the bad routines. So if you are trying to change a routine, you need to recognize the cue and the reward and then change the routine. However, it requires major emphasis and the creation of the belief that the new routine will provide the reward. A few years ago, I gave a presentation for Xerox Premier Partners about what it takes to inculcate a good culture in the business. In preparation, I had the opportunity to talk to key managers in successful businesses. Reading this book and thinking about the need to create a belief reminded me of the thoughts that came out of those conversations. You must take the steps to "hardwire the culture" to accept and believe in what you are trying to achieve. That means the processes you want followed must become part of all of your conversations: staff meetings, employee performance reviews, management by walking around, and every other opportunity to reinforce the culture, the new process, and the new routine. w w w. M y P R I N T R e s o u r c e . c o m

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