The Tao Of Amendment - Zen And Also The Art Of Amendment Management
We have a tendency to are thus naturally centered on the "left brain"
, structured, analytical aspect of change and the way we have a tendency to manage it - it's as if it's our exhausting-wired default setting.
However, there's another perspective, maybe another dimension, to how we interact with amendment - a more "right brain" approach - and in this short piece I want to take day trip for reflection - and to attempt to expertise that wider view - the Tao of change...
Being totally attentive to what's occurring
I sub-headed this piece "Zen and therefore the art of change management" with my tongue slightly in my cheek - and with passing reference to Robert Pirsig's 70's best seller "Zen and art of motor cycle maintenance". I'm not proselytising Buddhism or indeed any specific spiritual perspective. In the sense that I'm using the word, Zen merely means that gift moment awareness - to be totally present NOW.
To be totally present currently, is to be fully conscious.Therefore the Tao of change - the means of change - is to be fully conscious of what is happening.
Do we tend to very manage modification?
We talk about "amendment management" as if change is one thing which will be managed, engineered, controlled and navigated.
Of course, at a level and to an extent all of that is true, in the planet as we see it - the world of apparent reality.
But at a deeper level, perhaps it's approximately so true - maybe there's rather a lot of going on in the Tao of change...?
Could it be that we are change?
What if we have a tendency to are not become independent from our organisations... and what if our organisations don't seem to be become independent from their immediate external industrial environments... and in flip, what if all of this can be connected and interacting?
May it's that everything is amendment - thus metaphorically at least - it's all one great massive interconnected process?
As a result of, if thus, to speak of managing change is a nonsense as a result of we have a tendency to are change.
A a lot of intuitive approach?
After all the problem with all of this is often that we can't see this huge interconnected process, we have a tendency to cannot intellectually grasp it and we have a tendency to actually do not feel it. And for many folks even considering the idea of the Tao of amendment or any of this causes us to feel a level of resistance.
Perhaps we tend to might approach all of this on the premise of paying a very little a lot of attention to our intuitive perceptions of what we have a tendency to - and our organisations - are experiencing?
Perhaps we tend to will speak in confidence to the thought that there is rather a lot of going on than we tend to initially realise and that the best way forward is to develop our ability to sense, feel or experience the wider dimensions of what's actually happening?
And perhaps we tend to will pay more [if not equal] attention to the attitude of the Tao of modification as we tend to do to the apparent solidity and certainty of the logic of our structured management processes?
Or to put it another manner, maybe we have a tendency to can expertise the Tao of modification as we develop our capacity to be in tune, to induce "within the zone" or place it another method, to "drift"?
"Knowing others is intelligence; knowing yourself is true wisdom." [Tao Te Ching]
The being is as vital as the doing
Why will all this matter?
As leaders of organisations experiencing amendment how we tend to are is as important as how we do it.
Individuals centred leadership that recognises the emotional dimension of leadership - and that addresses the emotional reality of these we are accountable for leading - demands a high level of self-awareness and emotional intelligence.
In an interview [with Stephen Bernhut in "Leaders Edge", Ivey Business Journal Could/June 2002] Daniel Goleman said:"First, you have got to reach at intervals yourself to find out your own truth, as a result of you can't be resonant if you're clueless, if you are pretending, or if you are simply attempting to control people.
You have got to talk from your heart, and you have got to try to to it during a approach that speaks to other folks's hearts. So it takes authenticity."
In my expertise, this can be key to leading your individuals along the Tao of change.
Thus where will all this leave us?
As we have a tendency to see our methods for managing amendment, and as we have a tendency to lead our individuals through modification, we have a tendency to need to be aware of the wider dimensions of the Tao of change.
The money and process aspects of business matter, but ultimately it is not just about the money or regarding change management "processes that work" - it is concerning people.
Understanding the Tao of change is all concerning understanding people.
by: Jennifer
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