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A Reindeer
The Challenge of Change
The Rudolph Factor: Finding the Bright Lights that Drive Innovation in Your Business

According to Cyndi Laurin and Craig Morningstar, authors of The Rudolph Factor: Finding the Bright Lights that Drive Innovation in Your Business, Rudolphs tend to go unnoticed until their unique and unconventional thinking is needed.

The most serious limiting factor that managers face in achieving performance excellence is the lack of employee engagement and creative contribution as it relates to problem solving, performance management, process improvement, as well as growth and expansion efforts. Significant percentages of the workforce are ambivalent, if not discontent, with the vision and culture of their respective organizations. This can be seen by the prevalent lack of contribution and involvement by employees. More tangibly, it can be measured in absenteeism, lateness, safety issues, a decrease in productivity, and increase in waste or scrap, an increase in grievances, defects, rework, or poor internal and external customer service among many other process-and performance-based issues.

As part of the psychology of change, Laurin and Morningstar recommend AVTAR

  1. AWARENESS: Generate awareness of proposed change.
  2. VALUE: Share information that inspires people to find value in a proposed change. Until people recognize for themselves the value in the proposed change, you can’t go on to the next step (otherwise, you’d be imposing change, which is the antithesis of creating a Rudolph culture).
  3. THINKING: Here, people begin to bear the burden of responsibility for the proposed change. This "shift in thinking" requires people to let go of their own agendas and to ask questions reflecting their own new awareness.
  4. ACTIONS: In this stage, responsibility has mostly shifted. New actions and behaviors begin to appear based upon new ways of thinking.
  5. RESULTS: Here, results flow organically, a natural outcome of the shift in thinking and new actions and behaviors.

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