Change - why it is so difficult and how you can best manage it
In our Introductory Series to Human Factors in Business, we explored concepts and tools from a wide variety of disciplines to support managers and leaders in developing a deeper understanding of the people component in business.
This book is picking up a critical business topic, how to affect change in business, and provides new and old ideas in a simple, easy to understand format. We do so through the eyes of human factors in business.
If you have not already perused our Introductory Series (personality, stress, communicate and motivate), you may not get maximum benefit from this volume. We use human factors concepts throughout the text that have specific meanings and are part of models that help us to better-understand human interaction, people’s perspective on the world, their needs, individual’s responses to stress and many other facets that create the rich tapestry we call humanity.
I certainly urge you to have a look at the Introductory Series first before carrying on.
The Human Factors in Business Applied Series draws on more than one hundred years of published knowledge. When perusing our collective wisdom in print, I could not help but wonder why some themes have been picked up over the years, time and time again. Obviously, where previous thinkers have identified shortcomings and prescribed their remedies and where the business community simply has not picked up on new ideas, we can only jump to one of two conclusions: the remedy has not been simple enough to implement or the thinker has not been able to overcome the inertia of the business community.
Most business concepts agree that the key driver in business is continuous improvement. To do things better today than you did yesterday requires one key component, change. Without change, there is no improvement. However, change seems to be one of the most difficult aspects in business, often leading to distress and resistance.
This book looks closely at how you can improve your chances of affecting change in business, whilst also recognising that it is nearly impossible to make changes without affecting people.
As with previous books, this book is meant to stimulate debate and thinking. I am not getting hung up about technical perfection and come from the position of being ‘broadly right rather than precisely wrong’.