| By :
Nadine Davis
Many change management programs designed to improve business performance, though well executed and adequately funded, still fail to produce the results expected at the outset. Research has been done to find reasons for this, and while there are a number of factors, the one outstanding culprit that seems to be common in every situation is that of human behavior. The specific issue seems to be that business habits of both individuals and organizations as a whole have been so difficult to change that while some gains were made, they were not as spectacular as initial expectations. Actions we take without much thought are called habits, for no reason we often think "this is what i have always done". In fact, recent research into 51 corporate failures suggests that business habits, when unchallenged in the light of new management developments, are a significant factor in the decline of some businesses. By accessing business consulting, managers can discuss with experts any antiquated business habits that could be damaging their business. The research identified seven management habits that, if pursued in moderation, are relatively harmless but if constantly reinforced, can have such a negative effect on the operation of the business that, in number cases, eventual failure is the result. - => Habit Number 1 Management sees the organization and themselves as the sole focus of the corporate world. => Habit Number 2 The personal identification with the business is too intense and there is no clear line between personal interests and business interests. => Habit Number 3 is the most dangerous of all where management thinks they have all the answers. => Habit Number 4 is the lack of tolerance for anyone perceived not to be 100% supportive of management. => Habit Number 5 is the obsession with the company image which is to be protected at all times. => Habit Number 6 Major obstacles are underestimated or trivialized. => Habit Number 7 is relying on past strategies that were successful. - Also identified in the study are ways to counteract these habits, which are often strongly entrenched in organizational culture. By testing strategies through business marketing, managers can seek customer input on product and services. Also needed is a free-thinking culture which encourages employees to question management direction; a finger on the market pulse; the adoption of multi-dimensional strategies as opposed to "magic" answers and the willingness to change direction when it is obvious that a chosen strategy is wrong. Continuing blindly with old practices is dangerous, it encourages stagnations and will result in accelerating the decline of your business. Nothing is as it was a decade ago. Successful companies expose their managers to new and innovative business philosophies, and only keep those habits that still serve the common purpose.
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