I-Min Lee noted<\/a>, “It likely derives from the trade name of a pedometer sold in 1965 by Yamasa Clock and Instrument Company in Japan called Manpo-kei, which translates to ’10\u202f000 steps meter’ in Japanese.”<\/p>\nThe study found that a daily step total of just over 4,000 has significant health benefits. Taking more than 7,500 steps provides no significant health gains.<\/p>\n
So, reset your fitness trackers.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.13.1″ background_color=”#f7f7f4″ custom_padding=”0||0px||false|false”][et_pb_row make_fullwidth=”on” custom_width_px=”680px” use_custom_gutter=”on” gutter_width=”1″ custom_padding=”0px||0px|” make_equal=”on” column_padding_mobile=”on” background_color_2=”#efefe9″ parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2019\/07\/resist2.jpg” show_bottom_space=”off” force_fullwidth=”on” _builder_version=”3.19.9″ animation_direction=”off” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” background_color=”#efefe9″ parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2019\/07\/resist3.jpg” show_bottom_space=”off” force_fullwidth=”on” _builder_version=”3.19.9″ animation_direction=”off” animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”3.19.9″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_font_size_last_edited=”on|phone” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_last_edited=”on|desktop”]<\/p>\n
Savvy change leaders know that these initial stages of concern must be thoroughly addressed for the desired change to take hold.<\/span><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”3.19.9″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_last_edited=”on|tablet”]CHRIS EDMONDS
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.0.47″ custom_padding=”0||0px||false|false”][et_pb_row use_custom_width=”on” custom_width_px=”1200px” use_custom_gutter=”on” gutter_width=”4″ custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” parallax_method_1=”off” parallax_method_2=”off” parallax_method_3=”off” parallax_method_4=”off” admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.19.9″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_font_size_last_edited=”on|tablet” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_last_edited=”on|tablet”]<\/p>\n
The reaction to this change wasn\u2019t as dramatic as the reactions to changes to the Zodiac signs or the New Coke debut \u2013 but it was shocking, nonetheless.<\/p>\n
Organizational leaders can minimize resistance and drama by understanding predictable phases people go through when faced with change.<\/p>\n
Common Reactions to Change<\/b><\/h4>\n
Senior leaders typically expect to see this sequence: 1) announce the change, and everyone will 2) implement the change. Change NEVER works out that way.<\/p>\n
People go through predictable stages of reactions to change. These stages are individual (individual players will go through each stage at different speeds) and sequential \u2013 players will not move to the next stage of concern until their needs have been met at the previous stage. We examine the first three phases in this post.<\/p>\n
\n- The first phase is information concerns \u2013 people want to know what exactly the change is, why is it needed, how much change at how fast a pace, etc. Once information concerns have been addressed, players will move to the next stage.<\/li>\n
- The second phase: personal concerns \u2013 people want to know how the change will play out for them, what\u2019s in it for them, what will I give up, what will I gain over time, etc. When personal concerns have been addressed \u2013 and these concerns can widely vary across a workforce \u2013 players will move on again.<\/li>\n
- The third phase: implementation concerns \u2013 people are able to focus on how the change will be put into action, what the plan is, how will people be held accountable, what resources will be available, etc.<\/li>\n<\/ol>\n
Savvy change leaders know that these initial stages of concern must be thoroughly addressed for the desired change to take hold.<\/p>\n
How to Help Leaders and Team Members to Embrace Change<\/b><\/h4>\n
There are four basic ordered steps in a change leader\u2019s action plan to help staff embrace a needed change:<\/p>\n
\n- Educate \u2013 Describe the change fully \u2013 or as fully as you can at this stage. Share the business case for the change \u2013 what in the business environment is driving this change? What are the costs \u2013 time, dollars, customers, opportunity \u2013 of not making this change?<\/li>\n
- Involve \u2013 Offer numerous opportunities for staff to examine the change, to suggest how to make the change more efficient, etc. Build buy-in with these conversations.<\/li>\n
- Embed \u2013 Create systemic support for the new behaviors; the change will not endure without systems refinements. With staff involvement, modify delivery systems, performance systems, etc.<\/li>\n
- Refine \u2013 Over time, continue staff involvement to tweak the change (and supporting systems) to enhance the benefits of the new approach(es).<\/li>\n<\/ol>\n
<\/p>\n
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[\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
Often whenever a change is introduced, especially when there is a strong following involved, there is going to be resistance. A recent study revealed that the well-known target of 10,000 steps a day will boost our health is a complete fallacy. Science wasn\u2019t the foundation for that daily target. Lead researcher and Harvard professor I-Min Lee noted, “It likely derives from the trade name of a pedometer sold in 1965 by Yamasa Clock and Instrument Company in Japan called Manpo-kei, which translates to ’10\u202f000 steps meter’ in Japanese.”<\/p>\n","protected":false},"author":2957,"featured_media":34904,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[17,32],"tags":[41,49,71,8],"class_list":["post-34764","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-education","category-on-the-job","tag-career-advice-2","tag-career-strategies","tag-employee-performance","tag-leadership"],"acf":[],"yoast_head":"\n
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