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Anneke Zwart
Student (University), Netherlands
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I read an interesting article about changing bad norms or behavior. Suppose you're appointed as a new manager of a team that isn’t working hard enough or that is otherwise behaving in an objectionable, reprehensible way. Grenny (2017) provides some suggestions and/or steps to change bad behaviors/norms of your team effectively and with minimal resistance:
FEEDBACK: First you should obtain feedback from a number of key figures in the organization to ensure that your concerns about the bad norms in your department are truly valid and do conflict with the organization’s policies. Your concerns should not be just a matter of your own subjective personal view on appropriate norms and values.
ESTABLISH SUPPORT: Then you should investigate to what extent the bad norms are accepted throughout the team/organization. If, for example, people above you are supporting the bad behaviors, it will be difficult to change the behaviors. In that case it is necessary to first create active consent o (...) Read more? Sign up for free
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Bernhard Keim
Business Consultant, Germany
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Changing Bad Norms Requires Guidance, Leadership and Respect
Talking about proper behaviour is talking about MU (...)
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Kunal A Bhat
Consultant, India
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Interest & Engagement
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srinivas
Lecturer, India
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Address the Heart of Issue First
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Gary Wong
Consultant, Canada
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Apply a Sense-Making Approach to Change System Behavior
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John Henry
Project Manager, United States
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What to Do if Cultural Norms Conflict with Greatness
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Dr.Abu-Gieseisa
Consultant, Sudan
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Analyze the Past to Change for the Future
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Raza Usmani
ICT Consultant, Pakistan
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Trainings and Demonstrations of Cultural Values to Educate in Proper Behavior
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Arif ur Rehman
Professor, Pakistan
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Treat your Employees with Respect to Get Rid of Behavioral Issues
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Ivan Kohlinsky
Management Consultant, United Kingdom
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Assess your Team First Before you Accept Management Responsibility
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Vincent Miholic
Manager, United States
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What Got Us Here in the First Place?
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Jeff Washburn
Strategy Consultant, United States
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Gold Brick Dirty Brick Approach to Change Bad Behavior
A manager cannot tell in advance what effect any p (...)
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Salieu Bojang
Student (University), United States
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Map-out a Process Flow to Change Wrong Behavior
Since "how" is representative of a process, then i (...)
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Doaa Saayed
Professor, Lebanon
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Explain the Aim and Add an Element of Competition
As a teacher and lab assistant the best way is to (...)
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Misbah Mokaddem
Management Consultant, Lebanon
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Dismantling Corruption in Public Administrations
When corruption has become the NORM in a public or (...)
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Henry
Accountant, Jamaica
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Are the Bad Behaviors of a Team Actually True?
My department is currently merging with another, w (...)
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Naveed khalid
Accountant, Pakistan
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Changing Bad Norms in your Team
- On #2 (Establish Support): If we have collected (...)
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Annette Rattigan-Leo
Saint Lucia
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Establishing Support for Changing Behavior is Very Important
It is important to gain support from above when at (...)
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Bernhard Keim
Business Consultant, Germany
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It Starts with a Changed Attitude
@John Henry: You mentioned it: It's about attitud (...)
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Philippe Barteau
Entrepreneur, France
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First Accomplish Feedback and Support to Change Bad Team Behaviour
@Annette Rattigan-Leo: I agree in a tactical sense (...)
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John Henry
Project Manager, United States
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The Behavior Has to 'Want to Change'
So if someone has a paycheck, and is doing nothing (...)
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Gary Wong
Consultant, Canada
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A New Paradigm: Behaviour Economics
@Dr.Abu-Gieseisa: The emerging practice of Behavio (...)
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Gary Wong
Consultant, Canada
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Kotter’s 2 Change Processes
@Misbah Mokaddem: Be aware that Kotter has 2 chang (...)
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Dr.Abu-Gieseisa
Consultant, Sudan
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Nudge Theory Summary
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Gary Wong
Consultant, Canada
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Examples of Nudging (Behavioural Ethics)
@Dr.Abu-Gieseisa: You can find some good examples (...)
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Omondi
Manager, Kenya
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Organisational Change
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Gary Wong
Consultant, Canada
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Nudge Theory Summary
In 2008 Richard Thaler and Cass Sunstein co-author (...)
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Ivan Kohlinsky
Management Consultant, United Kingdom
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Changing Bad Behaviors of your Team: Dig Deep and Find 'Hot Buttons'
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Maurice Hogarth
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