By William Seidman In “What, Really, is Change Management?” Brad Hall attempts to explain change management and why many such programs fail to achieve lasting change. While it is true that few change projects succeed, it is not because they are too focused on deliverables, as Hall asserts. It’s because most people leading change efforts have no idea how to do it. Many change leaders are arrogant; they think they know how to lead but they are ignorant of the emerging science of change leadership. Unfortunately, this article produces more of the same stale leadership platitudes that are often thrown around the conference table. Instead, the new science of positive deviance, the neuroscience of learning, research on motivation, and the development of neuroscience-based persuasive technology are all providing significantly more powerful and effective ways to improve leadership in organizations. Based on more than 15 years of creating cultural change and performance improvements, we have developed a change leadership program that we call the Four Positives: Positive Deviance: Leverage your best people to define a collective, compelling purpose that generates a great social good. Define a sensible path to mastery for achieving that purpose. This is not about behaviors; it is about attitudes, and purpose drives everything. Positive Images: Always frame everything in positive terms; this energizes people and makes it easier for the brain to process new ideas. Positive Practice: Give people time to practice the new behaviors. This wires neurons together into desirable patterns. Positive Reflection: Take time to think about the positive practice and how to do things even better. By following these simple concepts, you can inspire lasting behavior change that results in large-scale organizational change.  ]]>

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