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.
To cultivate a climate for change and to help department heads to introduce radical change what is essential are NLP techniques that are proven to be capable of making people behave in different ways.
What departments heads need to do is first to clarify what they want to change and what the new processes will look like. Then they will have to find the people that are well above average at implementing the sort of changes they'd like to make. These outstanding leaders can then be modelled so that their metaphysical patterns can be seen and replicated in other members of the department.
These NLP techniques will need to be implemented by experienced NLP practitioners because a lot of people who work in the civil service are motivated by the need to feel secure. People motivated by security are more immune 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.
To cultivate a climate for change and to help department heads to introduce radical change what is essential are NLP techniques that are proven to be capable of making people behave in different ways.
What departments heads need to do is first to clarify what they want to change and what the new processes will look like. Then they will have to find the people that are well above average at implementing the sort of changes they'd like to make. These outstanding leaders can then be modelled so that their metaphysical patterns can be seen and replicated in other members of the department.
These NLP techniques will need to be implemented by experienced NLP practitioners because a lot of people who work in the civil service are motivated by the need to feel secure. People motivated by security are more immune 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 a big difference to their performance both at work and in their personal lives". He gets results for the employees of major companies like Dell, Yves St.Laurent, J&J, RBI, GM and P&O by using business coaching using NLP Techniques.
