Awareness of our current life state and improving conscience communications:
Building awareness in ourselves and creating change is more than just establishing a line of effective communication between ourselves our conscience and others. There are many factors that go into an awareness of ourselves and our own life state. Here are some of the top factors that go into a dedicated awareness for creating change:
A person’s view of the current state:
Understanding the current state that we are in is very important. Some individuals strongly favor the state that they have found themselves in the have the money the energy and the time that they are content with and there’s no reason to change. Many people grow very comfortable in what they are doing each day and will invariably deny that they have a reason to change. Most people do have significant stake invested in their current lifestyle and they feel as though they are maintaining the status quo.
With most of our lives we have a way of just keeping on and maintaining the old adage “If it aint broke don’t fix it”. Whether you take on this attitude as a means to justify the current state of your company, the current state of your life or other changes that you could make it can lead to self sabotage. People who strongly oppose the current state that their organization is in however will stack the evidence in favor of a belief that major changes needed for them to enjoy a better quality of life. Common phrases like “I told you this would happen” “I told you changes were needed a long time ago” show a supreme dissatisfaction and to be the ultimate form of awareness to showcase negativity in a past position. Although these statements don’t necessarily make changes on their own it can only take a few utterances of phrases like this before many people start to change their mind about her current situation. Most people remain fairly comfortable in invested in their current state and it takes a dramatic shift before they will start to internalize a reason for change and wake up to the issues around them.
How a person individually perceives the problem:
A persons cognitive style can have a major effect on how they taking information and how they perceive various changes in their lifestyle. An employee that has a more adaptive style may be unaware of various internal threats in a company where as an employee that has a more innovative style will always be desiring new changes and improvements. This style of people refers to the way that people evaluate various warnings and internalize information in any situation. Because everybody’s unique this style factor really creates a broad-spectrum awareness for changes especially across an organizational level.
Credibility of the sender:
Awareness messages and the credibility of the person distributing these messages will definitely impact the way that a person internalize information. If a person doesn’t trust a message sender for example there’s a good chance that they will internalize a message lightly. Employees may has Pacific expectations related to various credible sources throughout their company. Messages about why changes being made needs to come from the most credible source and with a proper business strategy. If messages are delivered from middle management or someone with a long history of failed implementation this can lead to a slow adoption for changes. Messages about how a person could be individually impacted throughout a business should always come from immediate supervision because of the relationship of trust but large-scale changes should always come from the top because that is what’s expected. The level of respect and credibility that a sender has cannot only say a lot about a change but also contribute to the early adoption/ speed of adoption and change as well.
The track record for change can also be a major contributing factor when it comes to the awareness message. If an organization has a track record of failed implementations, failed management structure changes and process changes there’s a good chance that people immediately discredit the information where ever it’s coming from. Perceptions of credibility can influence a person’s willingness to meet rigid changes and if they are willing to take on new tasks with full seriousness. In a leadership position you have to remember just how important credibility for change and awareness is so that you don’t damage your reputation and future power of awareness for employees.
The circulation of rumors and misinformation:
Any organization is bound to have gossip. The main problem with incorrect information making its way throughout your company is that it can drastically affect new changes as they make their way into your organization. Rumors can easily cloud facts and work is major barriers for building awareness of change. When too many rumors start to fly it’s pretty easy for employees to start finding the stored information and fabricated changes. The big problem that occurs when plenty of misinformation and rumors start making their way around an organization is that supervisors have to spend more time correcting various misinformation than actually implementing new correct changes. The circulation of misinformation and rumors can be one of the greatest challenges when it comes to filling awareness in change.
Contestability of the reasons for change:
One of the final factors are challenges that can serve as a barrier for awareness is contestability of the reasons for change. While many changes within an organization will have external reasons or observable traits that are very difficult to dispute when it comes to the reasons for implementation, some conditions can be harder to show evidence for. Changes where there is a trend of inefficiency in the organization can lead to unhappiness, unrest and contestability. It takes time to build awareness for change and in many cases individuals may not accept the initial reasons that changes in organization are valid. Many people don’t like change and it’s important to realize that some level of contestability is perfectly healthy in the early point of awareness for any organizational change.