the Decision Maker® Processes
How can you get employees to accept change?
In a world where the rate of change is increasing daily, your organization must change just as fast if it hopes to survive. As Peter Drucker concluded: "Every organization has to prepare for the abandonment of everything it does." Aren't you always asking yourself: How can we get employees to change their behavior? To do things differently? To take chances? To implement new ideas, not just talk about them?
The biggest barrier to solving these problems is that change is difficult, that people always resist change. If change only were easier, your job would be relatively simple. But, that's clearly impossible.
Really? What if it were possible? What if you could get employees to accept and then implement the changes you know are needed? What if you could create a culture that welcomed change?
You can. The Decision Maker® Institute (DMI) has created a technology that effectively assists people and organizations to change–quickly and permanently. How? Just keep reading.
How DMI can improve your organization's bottom line
Before we describe the breakthrough techniques for change that we've created, we'd like to tell you how you will benefit by using them. To begin with, we promise that our unique technology for change will significantly increase your organization's effectiveness and bottom line. Based on our extensive experience, we are able to guarantee that. But let's be specific about what DMI's unique technology can do for you.
Clients agree DMI's tools for change produce results
Do you want proof for these bold claims we're making? Then read what a few of our clients have to say.
Mike Smith, former CEO, Lands' End: "DMI broadened our thinking by getting us to question some of our long-held beliefs. That enabled us to develop new solutions we couldn't have even imagined before. DMI's techniques peel away old ways of thinking and open the mind to realizing that almost anything is possible."
Mike Copps, CEO, The Copps Corporation: "Through your leadership we bought into the idea that we're all limited by our personal and corporate belief systems. There have been enormous improvements in our corporate culture and our ability to communicate with each other as a result of having gone through your Decision Maker® Belief Process. I might add that our corporate sales and profits have continuously headed upward and at this moment we are experiencing record profits."
Douglas Martin, Division Staff Manager, New England Telephone: "The Customer Advocate training program you developed for us has met all of our expectations and goals. ... We had expected that at least some managers would show concern about being assigned 'an extra job responsibility' … and would experience a lack of confidence about dealing face-to-face with large business customers. Your workshop seems to have solved both these problems: Participants leave the workshop excited about taking on the additional responsibility and they report that they are confident about being able to handle customer contacts effectively…. Virtually every one of the more than 800 management people who have completed your workshop ... rated it well over 9 on a scale of 1-10."
Jim Wessing, President, Kondex: "People have changed how they look at the world, both here at Kondex and at home. Changing people's beliefs [with the DM Belief Process] has led to people seeing a lot more possibilities."
So maybe, just maybe, real change is possible after all.
Answers prevent change–questions make it possible
By now you must be asking yourself: So what are DMI's revolutionary tools for change and what makes them effective? Let's start at the beginning. Learning and changing are natural and relatively easy–when our minds are open to new ideas and we don't think we already have the answers.
The biggest barrier to innovation and change is not our resistance to learning something new. It's that we think we already know "the truth."
John Seely Brown, Xerox Corp's chief scientist, puts it this way: "The more success you achieve–either as an individual or as an organization–the more difficult it is to change. All of the learning that led to one kind of success becomes implicitly coded and works against your ability to unlearn."
To make real what Brown is saying, consider this:
beliefs determine our behavior.
When we learn something we hold it as a belief. We think of this belief as "the truth." Our beliefs, in turn, determine what we do, what we think and feel, and our perceptions of the world. It is natural for us to act consistently with our beliefs. It's difficult, if not impossible, for us to act inconsistently with our beliefs over the long run.
What appears to be widespread resistance to change is nothing more than people acting consistently with their beliefs.
Let's examine this assertion more closely. Imagine the following scenario: Your job is managing service technicians, whose job it is to install, fix, and maintain your clients' equipment. They have done this for many years and they do it well.
Now, suddenly, you call a meeting and tell them that you want them to spend more time talking to customers, answering their questions, and creating a relationship. You warn them that your company's survival is now dependent on the partnerships they create with customers. Then you send them back to work with their new instructions.
Do you really expect them to radically change their behavior when they get to the job site? ... Of course not. Most of them will continue to install, fix, and maintain the equipment and ignore the customers. They'll continue to do what they've always done.
Isn't this evidence, then, that people resist change, that change is difficult or impossible for most people?
No, not at all.
don't resist change.
Let's return to our example of the service technicians.
If your service technicians think that installing, fixing, and maintaining equipment is the right thing for them to do, it's natural for them to feel that spending more time with customers is the wrong thing for them to do.
We don't resist doing something new. We resist doing what we think is wrong. Stop for a moment and consider some of the implications of this principle.
It explains why it usually is difficult to change behavior: As far as we're concerned, we're already doing the "right" thing. This also is why learning is inhibited: We already know the "right" way to do things, so what is there to learn? And it's why innovation is stifled: Only "this" is possible, "that" could never be done.
What we already think is "the truth" prevents learning, change, and innovation. A radical approach is required. DMI offers it. It's called unlearning.
Imagine, for example, that you could assist your service technicians to "unlearn" their belief that they're "service technicians," and then to create the new belief that they really are "customer satisfiers"?
If they did this, creating partnerships with customers would be just as natural and effortless for them as installing, fixing, and maintaining had been previously.
What do we mean by unlearning?
Unlearning is simply the process of eliminating long-held beliefs-what we think is "the truth." It's not as difficult as you might think.
We've developed several revolutionary tools that are designed to assist people and organizations to quickly and permanently eliminate long-held beliefs. These tools constitute a breakthrough technology for unlearning. They enable you to remove the barriers to change, so that all of the effort and money you've already spent trying to change finally pay off.
The key to DMI's extraordinary ability to help our clients is simple. Over 10,000 employees, from hourly workers to CEOs, emptied their minds of "right answers," opening themselves to learning something new.
What did they do then? They changed and innovated spontaneously. They implemented new ideas. They produced successful results.
will help your executives and managers
Are there highly qualified people in your organization whose ability to contribute is undercut significantly by personal or interpersonal problems? Problems such as depression, addictions, anxiety, being abusive with subordinates, procrastination, and an unsatisfactory family life?
Conventional executive coaching helps you discover what to do. DMI's exclusive unlearning techniques enable you to eradicate the barriers to doing it. They make it possible for your managers and executives to eliminate the specific beliefs that are responsible for their dysfunctional behavior and feelings.
Our Certified Facilitators have assisted over 1,000 private clients to quickly and permanently resolve a wide variety of personal issues, including those listed above. This resulted in a noticeable increase in their productivity, a positive change in their ability to relate effectively to others, and a significant improvement in their general well-being. If this were to happen to your managers and executives, how would your bottom line be impacted?
DMI's techniques are effective
Research has proven the effectiveness of DMI's approach to quickly resolving personal issues. As our colleague Dr. Lee Sechrest, Professor of Psychology, University of Arizona, reported: "In our study with incarcerated teen and adult offenders, the Decision Maker® Belief Process resulted in a statistically significant change in beliefs that are associated with delinquent and criminal behavior."
If DMI's tools for unlearning can achieve results like this with criminals, imagine what they can do for people with ordinary problems. We are so confident that our unique approach to executive development will make a measurable difference in your organization's effectiveness that we guarantee results.
Private unlearning sessions can be held at your offices or over the telephone.