ONE could overcome the fear of uncertainty in change through understanding the paradigm of change.
A paradigm is defined as “a set of assumptions by which the mind perceives the world.” Change necessitates new paradigms. Once we understand the process how a paradigm comes into being, we can work along the process to implement new paradigms.
But, paradigms can face these problems:
There is a tendency to stick to old paradigms. The adverse result is that old paradigms lead to increasing failures. Bad decisions become more common.
The adverse result is that it is easy to impose your paradigm on others and there would be personal friction and strife within the organisation. Understand your people and formulate a paradigm which has the least human friction.
When there is a significant problem arising, it is a sign that the old paradigm is getting ineffective. Changes in paradigms may be needed if goals are to reduce failures and be more cost-effective.
A new paradigm may be required. But, it is often difficult to change paradigms owing to these reasons:
The new paradigm will suffer from lack of track record. Hence, to implement a new paradigm these steps may need to be taken:
The paradigm is often shaped by prolonged interaction with a definite set of environmental conditions.
The paradigm has the force of habit. Habits are difficult to change, a quality which must be borne in mind in all efforts to change a paradigm. As habits are mental in nature, the process of formulating a paradigm involves a great deal of mental persuasion to encourage new habits.
Effective creation, acceptance and influence of paradigm depend greatly on powerful manipulation of human emotions!
Strong strategic measures are required to affect the displacement of an old paradigm with a new paradigm.
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