We’re literally hardwired against it.
Even if it’s a given that the change is for the better, and that everyone will benefit in the long run, the very “threat” of change triggers fear, uncertainty, and resistance.
Countering that resistance with a top-down decree will only serve to compound the problems, negating the very goals you set out to accomplish.
So what’s the solution?
A careful and cautious cultural shift toward Trauma-Informed Care, in a Trauma-Informed way.
When everyone in your organization, from the boardroom to the breakroom, feels supported and secure through the change process, the outcome is improved service delivery, less employee turnover and higher personal and professional satisfaction.
How does that happen, you ask?
The process starts at the leadership level, explains all that’s entailed and asks bold questions about the willingness and capacity for change.
Where the TIC culture change begins, by engaging everyone’s voice, two-way communication, from the very beginning.
Make the changes line up with each other.
In each team at each level, with respect to their own list of change requests
Tracks whether changes to policy, practice, environment, (attitudes and behavior), have been implemented.
Assign the individual bits of change. Record completion. Measure in the little and big picture. Are the changes doing what they’re supposed to? Is the rate of change satisfactory? Should roadblock(s) be removed (for example is the budget sufficient)?
Tracks whether changes to policy, practice, environment, (attitudes and behavior), have been adopted and institutionalized and whether they’re working.
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