Here is an astonishing fact: close to 70% of all organization change initiatives fail. The reasons have less to do with poor planning, execution or follow up (as many consultants would argue.) Rather, the real culprit is our mechanistic view of people and organizations, and our packaged and mechanical approaches to learning and change. This post advances a much more promising alternative.
Despite the pervasive belief, people don’t resist change. They resist being changed. This presents organizational leadership with quite a dilemma. On the one hand, pushing change generates resistance. On the other hand, trying to ‘inspire’ change and/or leading by example rarely create enough momentum. What to do?
You see the need for change in your organization. The waste (of money, time, energy, opportunities) grates on your soul. You’re convinced that there must be a better way, and you want to do something about it. How you begin your change effort is more critical than you might think.