http://blogs.hbr.org/ashkenas/2013/04/change-management-needs-to-cha.html
The Harvard Business Review published an article by Ron
Ashkenas called Change Management Needs Change. See link above. He said while change management has been around for
over half a century, 60%-70% of change initiatives fail.
Ashkenas called Change Management Needs Change. See link above. He said while change management has been around for
over half a century, 60%-70% of change initiatives fail.
In the article, he sites one of the key obstacles to
successful change initiatives is
successful change initiatives is
that management out sources change to HR and
consultants. As he says, this approach allows management to get off the hook
from being accountable for change.
While this is a fair assessment, there is a human element
that impedes change. When you tell people they have to think and do things
differently, that approach rarely produces the desired result. It seems like
common sense that people can just stop doing things the way they have always
done and start doing something different. Yet, if you observe, it is rare that
people take on this challenge with alacrity.
that impedes change. When you tell people they have to think and do things
differently, that approach rarely produces the desired result. It seems like
common sense that people can just stop doing things the way they have always
done and start doing something different. Yet, if you observe, it is rare that
people take on this challenge with alacrity.
Unless you provide people with tools to navigate out of old
patterns, they will continue past behaviors. Why? Behavior is a correlate of
mental models. Mental models are engraved in one’s brain, almost like a habit.
Furthermore, asking people to function differently could imply 2 things in the
person’s mind.
patterns, they will continue past behaviors. Why? Behavior is a correlate of
mental models. Mental models are engraved in one’s brain, almost like a habit.
Furthermore, asking people to function differently could imply 2 things in the
person’s mind.
- What
you were doing before was wrong or not good enough. People hate to be
wrong. In fact, they will fight to the death to prove they were right. - There
is a fear of failure when learning something new. The new way could
threaten job security. Ultimately, it evokes the fear is looking bad. The
new way takes risk and practice. And it is easier to go back to old habits
even if it is less effective.
Consequently, asking people to ‘just do it’ differently can
be a formula for disaster. People need tools to alter how they view themselves,
management, colleagues and disruption; doing things differently is disruptive.
That way, engrained thought processes are shifted with minimal push back.
be a formula for disaster. People need tools to alter how they view themselves,
management, colleagues and disruption; doing things differently is disruptive.
That way, engrained thought processes are shifted with minimal push back.
Some managers may believe financial incentives will solve
the problem. However, that can be expensive. Imagine. Every time you want
people to implement a change initiative, you have to pay them extra. That
becomes costly over time, especially in a world with increasingly more change.
the problem. However, that can be expensive. Imagine. Every time you want
people to implement a change initiative, you have to pay them extra. That
becomes costly over time, especially in a world with increasingly more change.
Therefore, if you understand that people view themselves a
certain way, then you will understand they see their survival in an
organization as a result of certain behaviors. In other words, people have
presuppositions/mental models about who they are, what they are capable of and
what’s impossible. These beliefs constrain their ability to step outside of
their comfort zone. As a result, when change threatens the ability to perform
those behaviors they already do well, they become defensive.
certain way, then you will understand they see their survival in an
organization as a result of certain behaviors. In other words, people have
presuppositions/mental models about who they are, what they are capable of and
what’s impossible. These beliefs constrain their ability to step outside of
their comfort zone. As a result, when change threatens the ability to perform
those behaviors they already do well, they become defensive.
On the other hand, if they possess tools that allow them to
make adjustments in their thinking, instead of feeling threatened, continuity
in performance is sustainable, even in the face of discontinuity. As an
example, during change initiatives, language becomes a powerful tool to unite
an enterprise. There needs to be a common language for new processes in the
workflow. At the same time, it is equally effective to have a language for how
people internalize and respond to changing environments.
make adjustments in their thinking, instead of feeling threatened, continuity
in performance is sustainable, even in the face of discontinuity. As an
example, during change initiatives, language becomes a powerful tool to unite
an enterprise. There needs to be a common language for new processes in the
workflow. At the same time, it is equally effective to have a language for how
people internalize and respond to changing environments.
Furthermore, since change initiatives often create new
cultures and social anthropologists say culture is a network of conversations,
language becomes a powerful tool. If a person talks about how easy life was
before the change, instead of condemning them, understand they are using a
language to communicate they are under pressure. What they may really be
concerned about is being right about the old ways or they are afraid to fail.
When management and colleagues can distinguish this undercurrent, they can
mitigate the undermining behavior and calm the fears of the individual or team.
With these tools, management will be in a better position to empower people and
alter mindset before the new initiative starts.
cultures and social anthropologists say culture is a network of conversations,
language becomes a powerful tool. If a person talks about how easy life was
before the change, instead of condemning them, understand they are using a
language to communicate they are under pressure. What they may really be
concerned about is being right about the old ways or they are afraid to fail.
When management and colleagues can distinguish this undercurrent, they can
mitigate the undermining behavior and calm the fears of the individual or team.
With these tools, management will be in a better position to empower people and
alter mindset before the new initiative starts.
For your next change initiative, prepare your people with
tools that will first alter their mindset. From there, it will be easier to
avoid push back and under performance. And your people will be better equipped
to handle additional changes. Just remember, you will have to repeat your
message many times to ensure the new behavior sticks.
tools that will first alter their mindset. From there, it will be easier to
avoid push back and under performance. And your people will be better equipped
to handle additional changes. Just remember, you will have to repeat your
message many times to ensure the new behavior sticks.
What do you think? I’m open to ideas. Or if you want to
write me about a specific topic, let me know.
write me about a specific topic, let me know.