Fear of Losing Control

The consensus in business is that change is necessary to anticipate competition. Always tell employees that we must find new ways to achieve better results. Direction is clear - We will do more for the first time by improving productivity, improving efficiency, less things. When teams at the center or bottom of the organization start changing their way of doing work, other members of the organization will give them unqualified support. Changes in "Top-Down" and "Bottom-Up" The top executives of large companies today may claim to be "self-employed" employees, but the reverse is like a rule.

One of the problems we discussed in detail with our customers is what happens when people runaway and stop suddenly following established workflows. Naturally, the administrator is afraid to lose control, but the change happens so slowly that it is unlikely that it happens suddenly. In my experience, when people in the organization begin to think about the terms of design thinking and start applying them to the project, I notice that some processes do not support customer-centric innovation as follows: Conversations, communicating client managers or incomplete prototypes can not be tested outside the organization. Then the key step is to have the manager have a process to hear and modify the existing sequence of the day.

Leaders are afraid that it is very common to lose control. This fear exacerbates the problem of prejudice thought. The fear of losing control led us to reject the current problem, develop the tunnel vision, and sink to the cost of sinking. Knowing that you are wrong or that you can not get all the answers gives you power instead of actually taking it. When you truly are with your employees, you will not only get their respect and trust, they will be released from their knowledge and experience and will benefit. Do not let your prejudice lead to your fear of losing control