Biomedical Engineering Reference
In-Depth Information
B = boss
C = challenger
Value system 1
Value system 2
1 Starting position
Transformation of value system
B = boss
C = challenger
Value system 1
Value system 2
2 Challenger changes value
Transformation of value system
'
s own
value if this value is different from the general standard in that team.
This is difficult because a solitary position threatens the feeling of con-
nectivity and activates anxiety about loneliness, an innate warning sys-
tem not to go too far from the group.
On the one hand, it takes a solitary strength to stick to one
On the other hand, we need connectivity to influence others through
their empathic system. So we cannot deviate too much, or they will
never follow because the distance in values has become too big.
This dilemma makes change management of values a delicate pro-
cess. The challenger needs to deviate so much that he can enforce
change in the rest of the team and at the same time needs to take care
not to lose the contact so that others still mirror with him.
If the challenger manages to stay in contact with his team (situation 3a
below) because there are some early adopters of his value system, he
will still be an attractive model and others will mirror his intentions
