Why most change management initiatives fail
”We” need to change “them” is NOT the way forward
Why most change management initiatives fail? To many leaders still believe that “we” need to change “them” is the way forward when it comes to change management.
Expressions like “mindset change”, and “changing people’s mindsets” or “changing attitudes”, often indicates a tendency towards imposed or enforced change, and it implies strongly that the organisation believes that its people currently have the “wrong” mindset, which is never, the case. The fact is, no one likes to be changed, even if the change is ultimately beneficial.
Many leaders still believe that “we” need to change “them” is the way forward
Research shows that there’s actually a decrease in cognitive function when people feel as though they lack control over their work environment.
A far more effective approach would be to actually involve employees in solving business problems. As Dan Pink writes in his book “Drive”, the autonomy and skill development that comes with solving problems for oneself will do more to overcome resistance and motivate change than any strategy others can develop.
The real secret to successful change, is not to change people at all, but to empower them to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives.
Key determinants of successful change implementation is organisational alignment
The most critical element in any change management initiative is its translation into reality. The only true measure of success is in its execution. And one of the key determinants of successful change implementation is organisational alignment.
Companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event to be managed, but as a constant opportunity to evolve the business.
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