The research is remarkably consistent. Around 70% of organisational change initiative fail.
Could it be there’s a flaw in the approach?
Perhaps it’s because, as with most business systems and process, change initiatives tend to ignore the human factor. Human behaviour is generally treated as an annoying disruption to the perfect plan, rather than the starting point for consideration.
Organisations are full of humans. Working with the peculiarities of human behaviour is the logical approach.
Humans tend to resist change. It doesn’t mean they wont change, just that they tend to resist it. Particularly when someone else insists they do it.
Instead of foisting change upon people – including yourself – first identify the barriers that the change is guaranteed to encounter once it gets rolling.
Before you do a thing, get plans in place to resolve each resistance, to reward each step forward, to encourage and motivate when things get difficult. Don’t wait until you’re in the thick of it.
It’s called ‘priming for change.’
It’s like priming a wall before you spend a load of time and money slapping on the paint.
If you don’t prime, you get a rubbish job – at least 70% of the time.
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