A630.6.4.RB - 50 Reasons Not to Change/The Tribes We Lead

• How do you react when you hear colleagues using some of the excuses listed in the 50 Reasons Not to Change graphic?I find it really frustrating when I hear my colleagues using some of these excuses. For example, when someone says "it works fine the way it is!" I think to myself, "but what if it could be better?" The goal should never be to just be fine. Also, it's frustrating when an idea is raised and then shot down because of technology. I do not feel that technology should ever be a barrier from achieving change and goals.
  
• Do you ever use any of these excuses yourself?Sadly, I can admit to using some of these excuses. For example, I can find it personally frustrating when new people come into my department or organization and immediately start to point out what's wrong and what should be done differently. It can be hard to separate myself from these comments, not take them personally, and recognize when an idea is good and change is valid. However, I do think it is important to have enough information before recommending change, as sometimes these suggestions for improvement are based on incomplete or incorrect information which can lead to discrediting the person who proposes the change in the first place.
• How can you overcome the thinking that creates those responses to change efforts?One big approach is to get all of the information (or as much as possible) ahead of time. I know it is not always possible to get all of the information, so a reasonable amount is needed. Also, I believe it's so important to explain WHY the proposed change is needed, and HOW the change will benefit the person, the department, and the organization as a whole.
• Do you agree with Seth Godin’s concept that change is driven by tribes?Overall, I think the concept is valid. Part of the chapter reading mentioned that one of the best ways to motivate change is through participation of members (Brown, 2011); basically, if someone wants to bring about change, they need to encourage others to see that the change is necessary. These people would be in your tribe - they would share in your idea and follow you as their leader. This is essentially what Seth is trying to say in his talk. It connects to what Taesung (2015) states in his article "Diffusion of changes in organizations". His argument is that the best way to bring about change is to find a few people who really agree as well as people who strongly disagree and work on those people. Taesung also states that those who want to bring about change need to find those who are formal leaders, and also those who are informal leaders in the organization as well.
• What can you take away from this exercise to immediately use in your career?This course is constantly reminding me that I need to remain open-minded and willing to change when change is necessary. The 50 Reasons not to Change graphic was a great reminder of what NOT to say. It's easy to get complacent and use any one of the excuses listed on the presentation but I need to avoid that and be open. 

References
Brown, D. (2011). An experiential approach to organization development (8th ed.) Upper Saddle River, NJ: Prentice Hall.
Taesung, K. (2015). Diffusion of changes in organizations. Journal of Organizational Change Management 28(1), 134-152.