EN 
DE How to successfully implement methodological changes and process modifications
It should be obvious to everyone that we have to constantly adapt to remain competitive. "Of course, smarty pants!" you might say, and perhaps ask: "Why is the transition to new methods and processes so slow?" or "Why are the old hands so stubborn about it?".
Change processes demand great effort from the best in their field, as well as understanding and patience from those who want change. What's behind this? How can it be done better?
The brain is not inherently opposed to learning. However, it is reluctant to abandon tried-and-tested, optimized patterns of thought and behavior into which it has invested considerable time and energy. The more frequently and successfully these patterns have been used, the more they become automated and perfected by the brain. The degree of automation is closely linked to a certain degree of stubbornness.
The professional, in turn, possesses many automatic thought processes – that's precisely what constitutes their mastery. They utter mysterious phrases like, "I just know it works that way, don't ask me why!" Had they read this column, they would (un)knowingly add, "And if I were to explain it to you, it wouldn't be a complete explanation, because my mind can't possibly know the complete explanation." The majority of a professional's knowledge remains hidden from conscious awareness. This is precisely what makes change so difficult.
If you'd like, you can try this out for yourself with the arm-crossing experiment: Cross your arms. Then cross them the other way. How does that feel? Please write down how you normally cross your arms, e.g., right hand on top. Whenever you find the bracket (arms) in the following text, immediately cross your arms in the unfamiliar way. Observe how easy or difficult it is. Okay? Let's go.
Let's apply the relationships and observations just outlined to the change process in projects. There's an interesting phenomenon when we compare the performance of professionals and beginners (arms). If we correct a beginner who is still awkwardly tackling a new task, they will usually improve immediately.
If we do the same thing with a professional, their performance will initially decline, albeit at a high level. The explanation is that the beginner has few automated thought patterns in their mind, which conflict with the corrections. The professional, on the other hand, has to interrupt highly efficient automated processes with slow, conscious thought to make a correction. This means that timing becomes worse. The project no longer runs as smoothly and effortlessly as usual. Additionally, a competitive situation arises between the results of fast, automated thinking and the somewhat sluggish and cumbersome conscious thinking (arms). This makes concentration more difficult and creates decision conflicts. In short: it's frustrating. The beginner has it easier because they primarily invest their energy in learning something new, but the professional not only has to learn but also simultaneously suppress tried-and-tested methods and gradually unlearn them. Added to this are emotional hurdles, such as the fear of losing rank or face, which are also considerable.
I look forward to your suggestions below. denkanstoss@microconsult.de.
Further information
Training & coaching
MicroConsult Training & Coaching on project management
MicroConsult training and coaching - overview
Food for thought:
Column by Peter Siwon about the human side of project work
Peter Siwon: Systemic project management
