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
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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