For change to take root, you must overcome patterns that pull people back to the familiar and comfortable; one of the best ways to support new patterns is to provide positive reinforcement. That is why Reinforcement plays such a large role in Peak Development’s CLEAR Model of Change©. By rewarding the new behaviors necessary for change, you are making it more likely that those behaviors will continue. You are building new habits that, with time and perseverance, become the new norm.
“Active involvement” lies at the center of Peak Development’s CLEAR Model of Change©. It is what underpins every other element of our model and creates sustainable results in your organizational change initiatives. Quite simply, people will nurture what they help create; to ensure success, discover ways for those affected by a change to play a role in bringing it to life.
This third installment in our five-part series on Peak Development’s CLEAR Model for Change focuses on education. It is not enough to make a compelling case for why change is necessary or to develop detailed plans. Organizations must consider what skills and behaviors are needed for people to be successful in the new model, and how those skills and behaviors can best be developed.
The second in a five-part series on Peak Development’s CLEAR Model for Change, which encompasses Communication, Leadership, Active Involvement, Education, and Reinforcement. This installment focuses on leadership, which is the powerhouse of the CLEAR Model because the number-one way an organization’s behavior gets shaped is by what a leader models.
This month, we kick off a new series on Peak Development’s CLEAR Model for Change, which encompasses Communication, Leadership, Active Involvement, Education, and Reinforcement. This first installment focuses on the most important considerations when crafting communication plans for your change efforts. By communicating with care and discipline, you’ll be better able to make a meaningful, long-lasting impact on your organization.