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Build on the past.

Inform people fully, dealing honestly with difficult issues.

Engage people in creating the solution.

Provide a clear alternative vision.

Create a culture of support.

Minimize uncertainty.

Once you have decided what you are doing, do it quickly.

Most of these will be self-explanatory from what you know already

about how the brain works. The last one is particularly important,

as it is sometimes wrongly thought that a long-drawn-out approach

is kinder to those involved; in reality, that is more likely to lead to

stress and uncertainty.

Chris Mellor of Anglian Water is convinced about the need

to involve employees. As he says: “With major change people

always assume the worst. It is essential that you get people emo-

tionally involved or you will not get their commitment.”

Think back to a significant change you have recently experienced at work, one that has hap-

pened to you rather than one you have led. Apply these principles to it, using the chart below.

Responsiveness 211

Questions to
consider

Build on the past

Inform people fully,
dealing honestly with
difficult issues
Engage people in
creating the solution

Provide a clear
alternative vision
Create a culture of
support

Minimize uncertainty
Once you have
decided what you are
doing, do it quickly

How was this

principle

acknowledged?

How did you feel? How could the

principle have

been more effec-

tively built into the

process of change?