Essay on The New Strategic Selling (Notes)

There are many reasons why people fear change. One of the major reasons is the loss of control that can be experienced during change. They fear that they will lose control of their territory and they lose their sense of self-defense (Ten Reasons People Resist Change). This is shown when in Jenny’s

Many people may resist change because they fear they will lose their jobs, status or position. It may be because they do not fully understand the purpose of change, or they may have a different perspective on the change than their management. “Individuals, groups, and organizations must be motivated to change. But if people perceive no performance gap or if they consider the gap unimportant, they will not have this motivation. Moreover, they will resist changes that others try to introduce,” Bateman and Zeithaml explained. Many times change for people at work

Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company.

Webster’s Dictionary (2016) defines change as to become different; to make (someone or something) different; to become something else. Many individuals embrace change and others resist change, but working in the medical world it is inevitable that we will come in contact with change. Many times we have all worked with someone who does things “the old way.” Why do they resist something new? In an article by Dr. Alyn (2011), the reasons why people resist change were reviewed. People resist change for the following reasons: they do not see how the change is beneficial, they don’t recognize the benefits are worth the investment to adopt change, and they weren 't involved in the decisions (Alyn, 2011). Knowledge related to this rationale should provide insight for leaders as they prepare to influence change.

This paper describes the fundamental principles needed to acquire to be successful in sales. For example, "The Best Damn Sales Book Ever", by Warren Greshes, contains fifteen chapters and sixteen fundamental rules that craftily frames, "success". Success is told through Mr. Greshes personal stories and experiences, while providing concrete guidelines on becoming a salesperson. First and foremost, the book aims to motivate and inspire, and give the reader essential ideas on what goes into a successful career and a balanced life. Furthermore, the book offers effective techniques because Mr. Warren's stories have a universal charm that hilariously emphasizes the lessons and issues sales people have to face every day. Lastly, his bluntness and

There is a phycology behind selling. In the article The Phycology of Selling, by Brian Tracy and Michael Tracey, they speak about the salespeople and what they do to become successful. They explain the 80/20 concept which states that twenty percent of the people make eighty percent of the money. They also expand on it by explaining how people become successful. They say that if one sets a goal and works to achieve it will eventually become true. Furthermore they say that self-confidence is a strongly necessary. To have confidence and believing in oneself is the way to succeed.

In this week’s readings and content there were three principles that impacted me: the “Act as If” principle, how to build confidence, and the theory of “Learned Helplessness”. All three of these principles or ideas can have a big impact on a sales career or even just any career in general. They each have a lot to do with mindset, attitude, and are ways that we act.

1. James O.Keener at his book (10 Good reasons why people resist change: And practical strategies that win the day) wrote that people in general have 10 different reasons to resist any changes these reasons are

One of the biggest obstacles is resistance to change. People resist change because change disrupts habits, conflicts with certain personality types, cause a fear of failure, can have potentially negative impacts, can result in a potential for loss of power, and, when done too frequently, can exhaust employees. There may be key people who publicly support the change effort while silently undermining the planned changes. It is the management’s job to identify, understand, and remove these obstacles. (Kotter J. P.

Many people resist change because they fear the idea of coming out of their comfort zone and because “Change brings new choices that create uncertainty” (Heath & Heath, 2012, p. 53). People resist change because they dread the idea of not being able to adapt to new work requirements. According to Milhauser (2011), “people naturally resist anything that is outside of their control” (p. 4). As a result of this, they freeze and become worried that they may lose their job and/or colleagues when they hear the word change. When people have a good thing going for them, they are very reluctant to give it up. This is where self-interest comes into play. Someone’s ego can interfere with his/her ability to adapt to change. They might want to maintain

There are many reasons why people resist change. The most common of these are the idea of starting something new. An individual may have been asked to join a major club and they believe they are not ready. This new club will be in a new environment and the individual may feel uncomfortable as they do not know where they are. Also, this is a group of new people that this person is not used to being around therefor everything is new. Many people do not like this so will naturally resist this change.

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

In these instances, change is seen as evil and not "healthy". Change is not looked on as a positive opportunity and thus is rejected by the individuals in a company, which may result in incohesiveness within the organization and eventual collapse. Personal instances of resistance like those stated above often hold companies back because of their conservative views as they often result from lack of individual confidence in oneself to be creative. Stemming from personal instances of resistances is the occurrence of group resistance to change. Sources of group resistance to change include: Conformity to Norms (Inertia), Vested Interests, Sacrosanct, Rejection of Outsiders, Overdetermination, and threatened power. Vested Interests is probably the most interesting source of resistance because how can interest in being the best be a resistance? Vested Interests can be a resistance because it often promotes conformity to norms, as workers are less likely to contribute their ideas to the advancement of innovation and as a result the company suffers as past new ideas become old, and new ideas are needed to survive in the ubercompetitive business world today. Rejection of Outsiders can be looked on as positive or negative, but more negatively, thus placing it as a resistance to change. Rejection of Outsiders might cause more cohesion within a group to rely on each

People often resist change based on fear of the unknown, fear of loss, fear of failure, disruption of interpersonal

To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case: