We've all been there at least once in our lives. Things are humming along nicely. You're in a really good routine, operating at status-quo productivity level. There are plenty of challenges at work, needing to balance meetings with time dedicated to 401k management. Then, in the midst of everything already going on, change agent Chad rears his ugly head. When you find yourself in this unfortunate circumstance, here are some steps you can take to contain the problem before it spreads like wildfire and your environment is forever disrupted.
Limit collaboration. It is through collaboration that the change agent spreads toxic ideas. Avoid cultivating an environment in which collaboration occurs freely. This can be fuel to the change agent's fire.
Feign interest in change movements. Change agents thrive on their ability to influence to achieve positive outcomes. They may be able to successfully change perceptions at the grassroots level. If this occurs, do not worry. The organization that you've spent years controlling will look to you for direction. When this happens, dismiss or feign interest in the movement. Overtly condemning is an option, but this may create a greater ripple effect than desired. Optimally, you can absorb, but silently dismiss any proposed changes, thereby preemptively smoothing out the rough spots.
Prevent expenditure. When change comes along, there are likely costs associated. You can manage this growing change movement by preventing expenditure on new tools, technologies, equipment and training materials. Without these elements for success, any change is likely to fall short.
Stifle learning. Learning is another opportunity for ideas to spread. When maintaining the status quo is critical, at times like these, lead by example. Promote and embody a culture where learning is difficult, overlooked, and if necessary, reprehensible. Persistent change agents may attempt to circumvent your expenditure-limiting efforts through frugal or organic learning opportunities. In dire situations like this, direct prohibition of the effort may be your only option.
As Bob Dylan noted, the times they are a-changin'. Sometimes we need to take matters into our own hands to ensure this doesn't come true. After all, our future mediocrity depends on it.
Limit collaboration. It is through collaboration that the change agent spreads toxic ideas. Avoid cultivating an environment in which collaboration occurs freely. This can be fuel to the change agent's fire.
Feign interest in change movements. Change agents thrive on their ability to influence to achieve positive outcomes. They may be able to successfully change perceptions at the grassroots level. If this occurs, do not worry. The organization that you've spent years controlling will look to you for direction. When this happens, dismiss or feign interest in the movement. Overtly condemning is an option, but this may create a greater ripple effect than desired. Optimally, you can absorb, but silently dismiss any proposed changes, thereby preemptively smoothing out the rough spots.
Prevent expenditure. When change comes along, there are likely costs associated. You can manage this growing change movement by preventing expenditure on new tools, technologies, equipment and training materials. Without these elements for success, any change is likely to fall short.
Stifle learning. Learning is another opportunity for ideas to spread. When maintaining the status quo is critical, at times like these, lead by example. Promote and embody a culture where learning is difficult, overlooked, and if necessary, reprehensible. Persistent change agents may attempt to circumvent your expenditure-limiting efforts through frugal or organic learning opportunities. In dire situations like this, direct prohibition of the effort may be your only option.
As Bob Dylan noted, the times they are a-changin'. Sometimes we need to take matters into our own hands to ensure this doesn't come true. After all, our future mediocrity depends on it.
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