Can you think how our world would be had our ancestors not changed and learnt to make their lives better by taking risks and discovering new things?
 
Discovering ‘new things’ is a demonstration of moving away from the status quo, and suggests that it is necessary to always be ready to change.

Now imagine another scenario.
 
Travelling down the history lane, pigeons used to act as messengers and delivered letters.
 
Then came postal and fax services and now a letter can be sent anywhere in the world with just a click of the mouse via email.
 
Imagine if we had not evolved or changed the system of sending letters it would take days or even months for messages to be delivered.
 
Even now in remote villages across the world and places devoid of the blessing of fast technology, it takes a very long time for letters and parcels to reach their destination. 

Can you possibly think of living in a world without computers and networks? 

Yet, when these technologies were introduced many people were resistant to adopt them and learn how to use computers.

The above discussion just reminds us that we must always have an open mind, be ready to learn new ways of doing things, and be ready to change whenever the need arises. 

A person leads two lives: a personal life and a professional life. 

Today people have learnt that in order to be in the job game, they must be in the ‘innovative-adaptive mode’.
 
But remember it is equally important to change while you spend time with your family and friends.

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You can learn to check impetuosity, overcome fear with confidence, and laziness with discipline.
 
But for rigidity of mind, there is no antidote.

It carries the seed of its own destruction

-Anonymous

• Ask a lady who lives in Perth to wind up her business and move to Cairns.  Unless the reason to move is tempting ,she is likely to say ‘no’
 
• Ask a man to wind up his business of marine products and start working for a construction company.  Once again unless he is convinced he will not take such a step
 
• Your rent has gone up.  You have recently bought a house and you are likely to get the possession in about six month’s time
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A high percentage of a senior executive’s time is spent in planning for the future, making strategic choices, and committing huge resources to future plans and projects. 

Despite such efforts there is no guarantee that the proposed changes will be a success. 

No big changes are possible by the efforts of one man.  Even Alexander the Great of Macedon (now northern Greece) who conquered the entire Eastern European world of the time had a great army of thousands. 

What is a catalyst?

Is it possible that people can succeed in their missions with the help of others who are catalysts?
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It is true that the constant buzz about winning games, competing, innovating, and staying ahead puts pressure on all of us.
 
But we should not take all changes for granted and accept all changes in the workplace as justified.
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The theory was named ‘The Three Step Change Model’ and became very popular in explaining why changes were necessary and how changes could be implemented in organizational climate. 

The scope of the theory was to understand group dynamics and inter-personal behavior for managing changes.

It is true that many theories on psychology explain how to deal with human psyche while implementing some changes.
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Changes need to be made at all levels of the organization (new structures, new procedures, diversification, resizing, mergers, and expansion, and at the level of an individual employee (people have to change their mindsets, accept new changes and then stick to those changes).

If an organization is not able to implement a change process properly, it is likely to revert back to its starting position, before the change.
 
At the individual level, if people do not follow the conditioned pattern after they have accepted changes they are likely to go back to their comfort zones or the point before
changing.
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People will resist changes, if they do not immediately like their new job, new role, or new working conditions. 

They may choose to change by altering their behaviour and their working patterns. 

In rare cases, there are some people who choose to accept all the changes without any protest or resentment, but this is not the norm. 

People DO resist changes: they DO NOT like to get out of their comfort zones. 
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For any agreement or understanding to be permanent, both parties must have a vested interest in the agreement, or get something out of it.

In their own minds, both parties need to feel as though they are winners.

No one likes to lose face or to be humiliated, to be seen as having ended up with the worst of the deal.

It is in your interest to ensure that your problem person is also a partner, and that your partner walks away with something, and with her or his self-esteem intact.

This is not what some people might consider idealistic; this is realistic for permanent positive results.
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How would you feel?

Have you practised for such an eventuality? This can very easily happen.

You need to be prepared and in control of everything.

Again, imagine, just as you are about to execute your well-rehearsed script for the negotiation, the phone rings, someone unexpectedly comes along, a dog barks, or their other distractions.

Would you feel like you have lost control of the situation?
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Of importance is how you use the simple pronouns of ‘I’ and ‘you’.

Aggressive and manipulative people tend to use ‘I’ a lot, and use it in a vain and egotistical manner.

For example:  I want, I need, I must get - these indicate a selfish disposition

Assertive people use ‘I’ in a matter-of-fact way.

For example:  I feel, I think, I would prefer - these invite the other person to better understand your more emotional reactions.

Always be careful when you use the pronoun ‘you’.
 
It can sound like you are accusing someone. Accusation can have its place, but it can also alienate and provoke hostility.

Most other languages have the in personal pronoun ‘one’ which replaces ‘you’ and it neutralises the sentence.  However, the English language makes very little use on this very useful little word.

Apart from being careful not to use emotive or provocative language when you negotiate with your counterpart, there are also other personal considerations to keep in mind.

1. Speak in your normal voice.  Keep the volume, the pitch, and the speed controlled, fluid, and natural, almost easy-going

2. Ensure that you keep your voice normal, consciously slow down your breathing, and consciously slow down your speaking

3. Keeping the above in mind, will mean that you psychologically stay calm, and that you will have an authoritative air about you

4. Look confident and competent.  There will be no doubt that you have prepared for this negotiation so show it by your external disposition

5. Initially, body language or nonverbal communication is far more important than the words you say.  People read your body language before they actually listen to your words

6. Your gestures, posture, eye contact and personal space send out messages, make sure you are sending out the right messages

7. Your physical stance is part of your nonverbal communication or your body language.  Watch that your shoulders are not raised or hunched.  Stand straight and erect, yet relaxed

8. Also make sure that your nonverbal communication and your verbal communication are congruent.  That is, that your body language and the words that you say are a match and do not contradict each other

9.  You should have all your body parts relaxed.  This is not just important within a negotiation situation, but it is important for your general well-being in life, that is, to be relaxed yet alert

10. Perfect Visualisation of the above points on an ongoing basis means that you will have programmed your subconscious mind, so that it congruently works with your conscious mind whenever you need it

The secret to any successful negotiation is perfect practice, practice, practice.

Remember that the precursor of any success is dedicated and committed preparation.

Anything worthwhile is worth doing properly.

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