ChangeTable6

ChangeTable6

"Change or Die "

//**The conventional wisdom says that crisis is a powerful motivator for change**. But severe heart disease is among the most serious of personal crises, and it doesn't motivate -- at least not nearly enough. Nor does giving people accurate analyses and factual information about their situations. What works? Why, in general, is change so incredibly difficult for people? What is it about how our brains are wired that resists change so tenaciously? Why do we fight even what we know to be in our own vital interests?// //Kotter has hit on a crucial insight. **"Behavior change happens mostly by speaking to people's feelings,"** he says. "This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought."//

"When one is addressing a diverse or heterogeneous audience," he says, "the story must be simple, easy to identify with, emotionally resonant, and evocative of positive experiences." //Howard Gardner//

//Illustrating Growth versus Change//

 * **Growth** || **Change** ||
 * [[image:bean_sprout_growth.jpg]] || [[image:bean_sprout_change.jpg]] ||