A report in the current issue of the Sunday Times journal claims the UK Cabinet is looking for methods to streamline civil service departments. The article highlights the often quoted fact that Ministers are anxious that civil service departments are still over manned and that they therefore cannot continue to slice away the fat. They say that what is needed is a revolutionary reform.
What the government wants to take into account is that people who are employed in the civil service are like all other people in the way that they are creatures of habit. They have grown accustomed to doing their work in certain ritualistic ways and it is now awfully hard for them to modify their behaviour or to even accept the idea that they are required to change.
The people near the top of civil service departments will be the most resistant to change. They have got where they are today by operating a system and they will not like to see changes in that system.
So as to foster a climate for change and to urge department heads to start to introduce radical change what is needed are NLP techniques that are really capable of making people behave in alternative ways.
What departments heads have to do is first to spot what they would like to change and what the new process will look like. Then they need to find the individuals that are well above average at implementing the type of changes they would like to make. These exceptional leaders should then be modelled so that their behaviour patterns can be identified and reproduced in other members of the department.
These NLP techniques must be implemented by experienced NLP practitioners because the majority of people who work in the civil service are motivated by the deep seated desire to feel secure. People motivated by security tend to be more impervious to change than people with other motivations.
What the government wants to take into account is that people who are employed in the civil service are like all other people in the way that they are creatures of habit. They have grown accustomed to doing their work in certain ritualistic ways and it is now awfully hard for them to modify their behaviour or to even accept the idea that they are required to change.
The people near the top of civil service departments will be the most resistant to change. They have got where they are today by operating a system and they will not like to see changes in that system.
So as to foster a climate for change and to urge department heads to start to introduce radical change what is needed are NLP techniques that are really capable of making people behave in alternative ways.
What departments heads have to do is first to spot what they would like to change and what the new process will look like. Then they need to find the individuals that are well above average at implementing the type of changes they would like to make. These exceptional leaders should then be modelled so that their behaviour patterns can be identified and reproduced in other members of the department.
These NLP techniques must be implemented by experienced NLP practitioners because the majority of people who work in the civil service are motivated by the deep seated desire to feel secure. People motivated by security tend to be more impervious to change than people with other motivations.
About the Author:
NLP Practitioner David Ferrers defines his mission as, "to enable people to make changes in their thinking, their feelings and their behaviour that make an important difference to their performance both at work and in their personal lives". He achieves results for the workers of major corporations like Dell, Yves St.Laurent, J&J, RBI, GM and P&O by using a process of business coaching using NLP Techniques.
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