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3) Surprises – Without time to assimilate 3) Provide advance notice and sufficient time
and absorb, news of change is threatening. for workers to adjust their thinking.
4) The “difference” effect – Change requires 4) A. Leave in as many familiar rituals and
questioning of familiar routines and habits, habits as possible.
while adjusting to new people, norms, B. Frame change within the continuity of
environment. the organization’s purpose rather than as a
radical departure from “normal” procedure
or standards.
5) Loss of face – Shame for and blaming of 5) Appreciate previous decisions as right or
the former way of doing things; this can reasonable within the time and context
cause team divisiveness. that they were made.
8) More work – Change requires more energy, 8) Provide support and compensation for extra
time, and preoccupation. Going “above and work. Recognize effort and perseverance in
beyond” is often required during intense challenging times.
periods of change.
10) Sometimes the threat is real – 10) Share information openly and before
Sometimes the rumor mill is right: jobs, etc., rumors take hold. Even bad news is better
are at risk; management does have an than living in uncertainty and dread.
unspoken agenda.