Have you ever found yourself influencing people to change and found that there was more than a lack of motivation, there was a lack of belief in the proposed change?
Next week I’m speaking at the BCS Business Change SIG in London to this title. I’ve discovered a real power in hope when it is applied to business change.
However, this kind of hope does not mean this:
- Wishful thinking in a pessimistic frame of mind. We often use the word hope in this way. “I hope so, but I fear otherwise.” This has little expectancy about it. This has nothing back it.
- Blind Optimism. I will be referencing the Stockdale Paradox in my presentation, that Jim Collins explores in his book, Good to Great. Sometimes unrealistic optimism ca be actively destructive.
No, what I will explore is something rarely mentioned in change management literature that I call resilient hope.
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Have you ever seen hope rise in a change you have been part of? How did that happen? Let me know.