Continuous Change Requires New Thinking
Challenging the Conventional Wisdom Around Managing Change

Organizations that want to succeed need to be change-ready, and while it’s easier to focus planning efforts on the object of change – the new technology, the reorganization, the new process – the human element is much trickier. It is why we need to re-examine some of the underlying assumptions that drive how we approach change.

These are some of the common myths that get in the way of making change stick:

  • People Are Resistant to Change
    It’s not true. Over 70% of employees globally say that they feel change is necessary for their organization, but only half say change is well managed. It’s how change is implemented that people react to, not the change itself.
  • Change Management = Communication
    Communicating a change is important, but we’ve found it’s not the biggest differentiator in making people change-ready. The success or failure of change is deeply embedded in the human side of change, so people need to feel involved, believe that the changes will positively impact their ability to perform, and have pay and recognition aligned to the desired change behaviors.
  • Change Has to Be a Leader-Led-Process
    This is half true, but relying on traditional hierarchies may not be the optimal approach. Leveraging the power of brokers, connectors, energizers and disrupters will be increasingly necessary.
  • Change Is a Step-By-Step Process
    Some changes have a clear beginning and end, but most, especially large-scale transformational processes, consist of a series of iterative and dynamic events.

About the Author

Director Culture & Engagement Practice | U.S.

We would like to thank a number of contributors to this project: Teryluz Andreu and Jenny Merry for their insight.

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