Trésorier/Treasurer magazine - N°88 - Jan/Fev/Mar 2015 - (Page 65)

providing we choose then life is good... It is not change itself that is the challenge; it is how it is introduced and perceived. If people are in control of change, they are generally happy; if change (positive or negative) is imposed upon them they are generally unhappy. LIFE BEYOND NUMBERS Rather than Change Management, we should really call it Choice Management. If I take away someone's choices about the options they have, or actually make choices for them, they are likely to push back. It is this push back that affects organisations and teams during a period of change; Change Management is using techniques and tactics such that the negative impact of the process is mitigated... "The times they are a Changin'..." Why don't people like change...? Tony Robbins describes the six basic human needs that motivate us; Certainty, Variety, Significance, Love & Connection, Growth & Contribution. When change is imposed on people it affects some or all of these needs - and the effect is stress induced poor performance, reduced productivity and even anger and depression. Imagine that we need to change the job that someone is doing, move them to a different location, change their title and the way they are remunerated. Whilst we Rather than Change could argue that the need for Variety is being met, it is likely that the desired Management, we should levels of Certainty, Significance, Connection and Growth and Contribution. call it Choice really ...Bob Dylan 1964... Management. That person will attempt to fulfil those needs by fighting against the Change which has been perceived as a threat - essentially, people feel threatened when imposed change takes them outside of their comfort zone... Change Management is a high profile subject, why is that...? Why don't people like change...? Tony Robbins describes the six basic human needs that motivate us; Certainty, Variety, Significance, Love & Connection, Growth & Contribution. When change is imposed on people it affects some or all of thesefor the consequences upon thought needs - and the effect is stress induced poor performance, reduced productivity and even anger and depression. - little * Proactive Management - this is where change is planned and communicated effectively - change becomes almost continuous, and yet there are no "panics" or shocks to the system. People are more comfortable and relaxed about the consequences because they feel they are involved in the process them -have a panicof control over their destiny. and the degree button has been hit... Imagine that we need to change the job that someone is doing, * a different location, change their - this the move them to Proactive Management title and is where way they are remunerated. Whilst we could argue that the need change is planned and communicated for Variety is being met, it is likely that the desired levelsalmost effectively - change becomes of Certainty, Significance, Connection and Growth and Contribucontinuous, and yet there are no tion. "panics" or shocks to the system. That person will attempt to fulfil those needs by fighting against People are more as a threat - essentially, the Change which has been perceived comfortable and people feel threatened when imposed change takes them outrelaxed about the consequences side of their comfort zone... LE MAGAZINE DU TRESORIER / TREASURER MAGAZINE change is imposed on people with Rather than Change Management, we should really call it Choice Management. If I take away someone's choices about the options they have, or actually make choices for them, they are likely to push back. It is this push back that affects organisations and teams during a period of change; Change Management is using techniques and tactics such that the negative impact of the process is mitigated... - JAN It is not changeimplemented until it is how it is introitself that is the challenge; it is absolutely duced and perceived. If people are in control of change, they necessary. (positive or negative)seismic shift Then a painful is imposed are generally happy; if change has to be made, dramatic painful upon them they are generally unhappy. N°88 There are two strategies that organisations can use to manage the change process; First, people are perfectly happy with the concept of change; we change our car, our holiday destination, our clothes and * Reactive Management - this is where careers without drama, stress or anxiety; providing we choose then life is good... little change as possible is as / FEB / MAR 2015 * Reactive Management - this is where as little change as possible is implemented until it is absolutely necessary. Simply, because change affects all of us, it's continuous and better...? a painful seismic shift has to be made, dramatic painful Then What can organisations do to cope very few people deal with it well, in fact plenty of organisations change is imposed on people with little thought for the don't manage change well at all... consequences upon them - the panic button has been hit... because they feel they are involved in of There are two control that organisations can use to manage strategies over their destiny. What can organisations doand have a degree the process to cope better...? the change process; Clearly, the Proactive approach is more effective, enabling change to be effected whilst maintaining productivity, efficiency and profitability. The symptoms of 65

Table des matières de la publication Trésorier/Treasurer magazine - N°88 - Jan/Fev/Mar 2015

Cover
Table of contents
EDITORIAL
FINANCIAL HIGHLIGHTS Luxembourg Tax News
INTERVIEW From Legal Entity Management to Bank Account Management - LVMH case study
FOCUS
Treasurers, do you have any BEPS?
Reguvolution
7 Ways to impress your CFO boss starting now
FORUM
How to do more with less
Repo made easy
Comment combiner rendement, liquidité et gestion des risques pour sa trésorerie : l'exemple français
Les stratégies d'Alpha, à la rescousse d'un environnement de taux faibles
CORPORATE FINANCE
The benefits of collateral for the corporate treasurer
Les états financiers dans le cadre d'EMIR - que réserve l'avenir?
VAT changes as from 2015: new reimbursement procedure of VAT credit
Investissement des entreprises - une nouvelle ère pour la trésorerie
15 MINUTES AVEC USG Finance Professionals
THE RISK OBSERVATORY
NEWS
LIFE BEYOND NUMBERS

Trésorier/Treasurer magazine - N°88 - Jan/Fev/Mar 2015