We explore what happens when a team attempts to adopt change without shared urgency from leadership. Using the Concerns Based Adoption Model (CBAM) as our framework, we walk through the load-bearing rungs of the change adoption ladder, name the six personal objections that keep people stuck at the personal rung, meet the four team archetypes present in any change initiative, and trace the stages by which a facility's most committed change agent is quietly worn away when leadership does not carry the flag.
Word of the Day: Attrition. Noun. The process of reducing something through sustained pressure or gradual wearing down, without direct confrontation.
The six personal objections: Identity threat. Authority resistance. Perceived cost. Loss of informal power. Delegated accountability without authority. Owner ambiguity.
The four behavior types: The quitter, the antagonist, the mercenary, and the crusader. Most of us have been all four at different points in our careers.
Your culture is determined by the worst behavior that management tolerates.
Shared urgency is not a personality trait. It is a leadership responsibility.
This episode was inspired by a topic that I'm working with George Kingman on at Advanced Shop Leadership, where I'll be conducting a workshop on June 5 and 6.
If these topics are intriguing to you, please reach out, I’d love to chat, and we'll let you know the next chance you have to join us for a live workshop. In workshops we dive further into topics like these.
Thanks for listening!
Sincerely,
Craig O’Neill
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