If people or groups making a decision to buy something, go through the same decision that a single cycle switch to decide on a personal change, or an employee passes, behavior change at the insistence of a boss.
but until now we have our communication adopted rules that, when we kindly or persuasively offer others good information to solve problems and successful results, or coach to the change, as necessary, or just bad luckproduct to which they desperately need, we expect a positive response. Of course, if our partner communication (the so-called partners in this article) has a problem and we have the solution - and we do! We do! - They need our advice. But it is not.
We see our partner nodded in agreement with our smart suggestions, and promise anything, but then quickly return to their old ways of the least successful.
DISCOVER THE PROBLEM VS. POWERSOLUTION
When we seemingly obvious solutions to our partners and we expect that to change, we fail to take into account the need to first complete systems decisions. In reality they need our partners to identify and manage all aspects of their problem presentation, before you can make sense of our proposals. But it's not as easy as you think.
Leave a stupid analogy to an iceberg: we all see the top, but if an iceberg in engineering (I am inventing, of course)need to move the iceberg, as long as he can not / if you go out of its size, shape, weight, and weather, sea state, and its course of travel. Until the iceberg everything is measured and a new location is located, the tip is not movin '.
There is so much more influence on decisions than initially recognized.
Of course, the problem of our current partner seems obvious to us, especially when we have been in business for a bit 'and have seen it all as often as possible. But the fullRamifications of the problem - all elements that it contains all the leg is back and the rest of the members' environment, all faith and constructs that maintain the problem - they are rather hidden.
And until or unless the client understands and addresses all the elements that created and maintains the problem, do not know how you make a change. Would behave differently for a while 'if intellectually understand the reasons for adopting new behaviors. But ifthe complete set of questions designed, managed and recorded, the permanent change will not occur.
INFO will not help people change the
Too often change vendor focus in its drive to change the direction of rational, factual basis, generally accepted knowledge or single - all that I am labeling "information". While the information is necessary and will eventually be useful later in the cycle of decision, there is no way to early to know for people what to do with it.It is related to the Iceberg technical to explain all the dynamics of the mobile crane, the first components of an iceberg, the climate, the sea or size.
It 'difficult to understand that accurate information is not sufficient to justify the change: people in order to stand alone.
This problem may arise when the buyer is taking too long to buy. Or, if people do not care about our advice and continue on the same old, same old, complained the fervent an unsolved problem. It seems thatCurious to see what the problem clearly and are a viable solution, and then ignored, while the partners confused with the same problems continue.
But be warned: it is not our job to understand or solve the problems of our partners, even if we want to be sure. It is not our job to know what our partners. The partner must effectively manage all the elements within their existing system before changes can occur. Once you do this as part of a process of facilitationlaborious discovery you through it, you can develop all the necessary criteria for the design of a unique solution, popular support, then deliver it easy. Much easier than trying to create a solution to a small segment of the data.
Recently I received a call from a young woman in a society of human resources of large dimensions. He wanted to know how to train 3,000 people.
"What criteria are you know if they have successfully trained?"
"We just want a workoutProgram. We work with several different vocal groups, and want to know what you can do for us. "
"But not all programs offer the same things, and your sales staff should learn different skills for each program."
"Well, we want to tell us what is different about you so that we know and we can compare."
"But what if you know the comparison does not meet your criteria?"
I then facilitating questions are used to determine their criteria for success. Here's what camewith:
1. Differentiation from competitors;
2. Loyalty and confidence of each interaction created;
3. approach "real" consultation, in which the seller to the buyer helps us to understand and solve their financial problems;
4. skills consistent among all the peoples of sale;
5. Creating value through every interaction.
Once we discovered the criteria, it became clear that the acquisition would facilitate their work. But until then, they would not know how to recognize, haveFrom another program, such as "sales training" is something unique for her that I had no way of understanding, no guesswork.
SYSTEMS
We digress here to underline the importance of "systems" that elements of partner companies that can take place before the changes are to be handled.
Individuals and groups of people are in a unique, internal elements, or "systems" they pass through certain beliefs, religious or contain personal or business data, in collaboration withothers (family, partners, suppliers, colleagues) who live with a new set of beliefs and values, work / with the rules, policies and standards, they have hopes and dreams, fears and regrets. In business, there are often vendors or multi-national relations, change the model did. In fact, we all have very unique mentality, reinforced when several people within the system, such as families or colleagues. And these elements - which means I'm marking "systems" - to create the cause andPartner of the landscape.
People / Teams are usually unaware that their problems are the direct result of the mixture of these systems are very specific questions. And 'the system itself, in the exact way to do that has created the problem situation. In fact, what is actually going to look and feel 'normal' Cuz that's the way yet. Only if it poses a significant problem, that people look beyond the comfortable status quo-conscious.
As an outsider, there is no waywe can manage, cope with change, or only internal problems. We see only the results of decisions: there is no proper training in place, the person is overweight, and after a long illness, but the worker arrives late every day, 20 people from a server that manages work 5 people.
One solution seems obvious to us, even if a needs analysis based is made, it often seems like our solution would be to solve the problem (see Newsletter No. 51 - Requirements Analysis: Who is it?). Butno matter how smart we are as an outsider, no matter how much we can see, no matter how right we are, we are seeing only the tip of the iceberg.
The two phases of decision-making
Let's start with one of my basic premises:
Information not teach people how to make a new decision.
Since most of us, information transfer as a way to start the change, let me give you my reasons for the above statement: if our partners direct their internal affairs systembefore searching for a solution, they see the prospect of all the disturbing elements that hold together the status quo. In fact, it could mess, if the change is not handled properly.
In our iceberg analogy, that until the engineer understands what he has to move, where, he understands the depth and weight of the ice is, and knows the factors of water, is facing a possible destruction of the iceberg in which He moves only with the knowledge to try the top.
So there is a series of up-frontThe decisions that are needed to check something new, and a second set of decisions to determine an appropriate solution to get.
Individuals and groups go through and are) resolved (consciously or unconsciously, before a final decision on all the first stage of the decision - the choice of variables, a decision by the new administration throughout the interior - three, there are many stages after that, in fact. In fact, each of these steps carried out(Conscious or unconscious), and each decision is made whether there is a simple or complex consisting of a decision or a decision of an individual, group, family or society.
1. What is lacking, and where not available;
2. How can you update with the known resources;
3. What are the full range of internal variables that are recognized and addressed before a solution can be embracing really need.
1. Where are we? What's missing? - Recognize, understand and controlcomplex problems.
Our partners must be able to investigate the full extent of the elements of the problem and recognize acute (I mean deep understanding) what is missing is to create the problem at hand. Listening to the simple?
How many of us sit there all the time in the world and think, can actually recognize all the elements in the game that brought us where we are, to say nothing of what you do not miss our comfortable status quo potentially be?
Think of somethingabout yourself that you do not particularly like: their propensity to procrastinate? Their incentive to work harder, rather than spending time with your family? The way you talk to people sometimes, or your inability to really listen when you're distracted? Their forgetfulness?
We all have annoying habits or behaviors that either you try to hide, or we wish we could solve the problem. And even if we tried to solve them, are not fixed. Why? It 's really difficult from a very close and personal on-to fully recognize, understand, or identify all the elements that have generated and maintained this characteristic. All alone "is", and grew up in comfort.
When we meet, it is clear that difficult for us, how can we expect others to have easier?
According to this thinking, the most important idea is that your communications partner - your customers, prospects, employees - the entire spectrum of elements is disposed to face, you do not know. E 'for us to think, not correctIt 'our task of understanding (in order to offer our solution?). Our task is to understand our partners, with questions to help guide their own solutions.
2. Solve problems with the resources we know - I'm trying to fix what already exists, or find family providers / sources of change management.
The next part of the puzzle is that the systems to try to correct itself, even if painfully obvious that there is a problem that must be resolved beforeTo correct place, people or teams go, is internal: they date back to the same systems that created the problem, hoping for a different result.
This is madness, of course, but until at least make the effort, will not be a solution out of their comfort zone. Our training does not work? Let's tweak. I am overweight? All you have to do is stop eating ice cream every day, and I would like to begin today - uh, tomorrow.
One of the problems that the change agentsWe believe in reality, people and customers are asking us to help them when they come to us to change to solve their problem. I'm just trying to use any ideas, so that they can solve their personal problem.
3. Manage all internal variables so that no chaos will occur through changes - effective monitoring of the ideas / people / actions / decisions that need buy-in, the changes would be.
Only when people truly understand that a solution, if the unusual condition - possibly unpleasantstrange, uncontrollable - that sit to really make sense of all the questions you need to manage it to make a change, not the cause, to wreak havoc on their status quo.
Until or unless all internal policies and created to keep the problem identified and a route has been designed to effectively manage patients with progression in their system, people do not change. This means that the report address perspective, finances, people, history,Branding, I think, and (especially) political issues - such as receiving elements within the larger system that the current model made to maintain. Let me say once again that an outsider can never understand what's happening. Your job is your partner with their findings and solutions in support of creation.
NEW WORK
The work of, instructors and coaches have to change vendors now expanded to a model of decision support. The incentives for the purchase / decision is a method thatleads people through the components of their decisions so that they can the elements they need to address and resolve identified. Our roles are neutral navigators that are the price of the card.
This has the following results:
1. what needs to be changed quickly identified and recognized.
2. Decisions are included all the elements and our partners, they know all the answers to solve them;
3. all partners in decisionProblem / solution within a few hours / days of the first phase of discovery. In this way you create your own solution and have no resistance;
4. the / vendor coach / supervisor is seen as a true consultant, and deny any competition.
5. the relationship between change agent and the partner is faithful;
6. Pitching is minimized and the solution is presented as the affiliate and the seller / Coach provides only.
We trained to have answers to reveal'Pain'. But we can work to share with our partners are the details, we have a vision. Between us, we have the full picture.
Help you change your partner and have a range of resources. Be the browser that supports them. Have not received answers to questions. Trust your partner, their return. Your task is to serve and provide the right solution, even though, as they discover and manage their own changes.
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