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The Big Ideas

Change is a stable process.

Personal experience can help us become better change leaders at work.

Success of organizational change depends on employees as individuals.

Resistance is the "window to the soul" of change.

Managers and employees have positive intentions.

Our role is to work in partnership with our clients based on support and purposeful direction.

Our philosophy concerning resistance: A normal, universal human reaction to any change.

Our goal for your organization is organization-wide support for positive change.

Our guiding principles: acceptance, trust, gratitude, and honesty with compassion.

 

Change is a stable process.
Change is a stable process. It has a predictable beginning, middle, and end. It feels unstable and chaotic because of the emotion-based reactions of fear and loss we have when we are going through it. These reactions cause "resistance to change." And as long as we only focus on our emotional reactions we will continue to feel out of control. The Center for Stable Change helps people defuse and dissolve those emotion-based reactions so that we can rationally solve the problems of change. The results? Changes that stick. And, executives, managers and employees whose integrity remains intact.

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Personal experience can help us become better change leaders at work.
By the time we become adults, everyone has made it through many changes or "transitions" in life. Some at work, usually more in our personal lives.

If we look back we can see that we "made it through" the changes. However, if we can also see some positive things that came from them, often called "blessings in disguise," we can conclude we made it through "successfully." Those success experiences form the basis for confidence to confront change in the future.

Our successful personal experience with change can be transferred to leading change in the workplace. Even though the setting is different from our personal lives, the process of change and our logical and emotion-based reactions to the pressure to change are the same whether the change is at work or at home.

We help clients identify those success experiences and build on them to enhance their ability to confront and lead change in the workplace.

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Success of organizational change depends on employees as individuals.
In the end analysis, the success of all organizational change initiatives turns on whether the individual managers and employees affected choose to contribute their commitment and support to the project. That is, will they actually "do their part" as required by the overall change plan? Therefore, anything that prevents the individual from supporting a change dooms the organizational change effort to fail. Resistance to change prevents individual organization members from contributing their support.

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Resistance is the "window to the soul" of change.
Resistance to change is the "window to the soul" of change. By revealing our hopes, fears, dreams, and expectations, resistance to change provides a handle for putting change into perspective. It tells us what a particular change really means to those affected by it. Knowing why we resist allows us to see change for what it is, and craft strategies to dissolve it, if we choose to do so. Understanding and dissolving resistance to change empowers us to deal with any change from a basis of personal integrity guided by our core principles.

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Managers and employees have positive intentions.
We believe that all but a troubled few people want to support positive change efforts. They want to help things get better. We believe that people want to realize the positive potential that is possible in efforts to "improve things." However, they can't help improve things when barriers are placed in the way of achieving that potential good. The biggest individual barrier is Resistance to Change. As long as managers and employees are experiencing either logic-based or emotion-based resistance, their ability to fully support the change is impossible. Removing that resistance enables them to choose to support the change in concert with their principles and personal integrity. The result? Change that sticks.

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Our role is to work in partnership with our clients based on support and purposeful direction.
Being caught in the dilemma of needing to lead a change effort with employees who resist it every step of the way results in feelings of frustration and being at the mercy of forces beyond your control. Stable Change offers support, assistance and coaching. We assist clients through a process that will help them regain a sense of self determination, control, and a renewed awareness of purposeful direction.

Our role is to partner with our clients to tailor a solution so that two things happen: (1) the emotion-based and the logic-based reluctance to release the status quo is dissolved, so that (2) the logical problems that threaten the change project's success can be addressed and solved.

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Our philosophy concerning resistance: A normal, universal human reaction to any change.
We believe that "resistance to change" is a universal, normal human reaction to feeling pressure to change. Resistance occurs to some extent in all change efforts, regardless of whether the change is desired or not, and whether the pressure comes from others or from ourselves. Resistance is neither an obstacle to be forcibly overcome, nor a wall to be broken down, but a personal reaction to change that must be dissolved. Also, resistance comes in two forms, a logic-based and an emotion-based reluctance to do ones part to make the change effort successful.

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Our goal for your organization is organization-wide support for positive change.
Our goal is to increase your employee's active support of and commitment to the success of your change efforts. We want to help you bring your full creativity to bear in solving the legitimate logical problems associated with the improvement effort. We believe that that can only occur when the veil of logic-based and emotion-based reluctance has been lifted, removed, and replaced with commitment and support.

We reduce resistance to change which can show up in various dysfunctional forms of Dragging their feet when you are trying to get it off the ground.

  • Sagging of energy and enthusiasm soon after it has begun.
  • Interminable questioning of the specific change program chosen.
  • Losing interest in the program once the newness wears off.
  • Undermining the implementation efforts, and then, the last straw...
  • Complaining about the need for change!
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Our guiding principles: acceptance, trust, gratitude, and honesty with compassion.
The cornerstone of our business and all our business relationships are founded upon four fundamental principles.

  • Acceptance:
    We accept our clients where they are, without judgment. Our job is to start with your understanding of the situation and then help you identify positive next steps.
  • Trust:
    Trust that the client holds the key to the solution to their problems. Our job is to help them discover what is best for them.
  • Gratitude:
    We consider it a privilege to be allowed into our client's confidence concerning their efforts to make a positive contribution to society. We vow to honor our client's trust in us.
  • Honesty with Compassion:
    Solving the problems of change requires an honest exchange of ideas. However, much more than "brutal honesty" is required to forge a positive working relationship. Brutal honesty only communicates brutality, the antithesis of the type of the problem-solving atmosphere required to facilitate true honesty. An atmosphere of compassion honors the good intentions of the participants, and encourages the exchange of honest views. Our job is to treat with compassion the honest disclosure of our clients' problems and dreams.
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