Change Management News

Reasons why so many changes fail #15 Fail to understand why people support – and why they resist change.

When a former chairman of the ill-fated Eastern Airlines was once asked what he thought of employee involvement, he replied, “There is no way I’m going to have the monkeys running the zoo.”(1) This kind of arrogance makes cooperation extraordinarily difficult, if not impossible. Is it any wonder that Eastern went out of business?

Although the word is used freely when we speak of change, it is often used imprecisely.

• We use resistance to talk about some vague opposition.
• The mere mention of the word may evoke anger at those who have the audacity to resist us.
• We call these people resistors, as if resistance were the sole province of a class of people—whom we probably don’t like.
• Therefore, it is natural to find a way to get rid of it – to overcome resistance. Read the rest of this entry »

Reasons why so many changes fail#14 Relying on the Three Most Common Ways of Communicating Change

Most leaders rely way too heavily on the big three ways of communicating change:

• PowerPoint
• e-mails
• memos

Read the rest of this entry »

Reasons why so many changes fail #13 Making Them Learn Your Language

Old MIS (Management Information Systems) departments often had the reputation of speaking some foreign language when they worked with senior management and other departments. They made the critical mistake of speaking their language and not translating so that their audience could understand them. It is your job to be “multilingual” so that various stakeholders can understand what you are saying. I have seen IT, HR, financial, and sales and marketing departments kill their own effort to make a case simply because they expected their audiences to learn their jargon. Big mistake.

(This is adapted from my fook, Beyond the Wall of Resistance: Why 70% of Changes Still Fail – and What To Do About It. You can the book by clicking on the link you see on this page.) www.rickmaurer.com

Reasons why so many changes fail #12 Taking Time Will Waste Time

Our research found that when people made a strong case for change, the rest of the project often went much more smoothly. In other words, they didn’t face as much resistance, and things didn’t get off track as often. Even though you believe that you are facing a crisis, you need to ask: Do others believe it is a crisis as well? If not, you’ve got a long slog in front of you. And the odds are not in your favor.  (This is adapted from my completely revised  and updated book, Beyond the Wall of Resistance: Why 70% of Changes Still Fail – and What To Do About It. You can order the book by clicking on this link.)

Reasons why so many changes fail #11 A Belief That You Can Force Them to Do It

No, you can’t. People can find all types of creative ways to stop you in your tracks. For instance, the president of a small company once told me that his idea was dying due to “malicious compliance.” People did just enough to stay out of trouble and keep him off their backs, but not enough to make the change a success.

There are a few exceptions to this. Read the rest of this entry »

My friend (and former teacher) Carolyn Lukensmeyer believes in democracy. She has dedicated her life to it. Fifteen years ago she founded AmericaSpeaks, a group dedicated to getting people from across the political and cultural spectrums together to talk about things that matter. She recently ran an event where 3500 participants in some 60 communities met Read the rest of this entry »

Reasons why so many changes fail #10 Moving to How Before Why

Moving to how before people know why a change is needed.

People need to know why something is important before they can get interested or even be willing to hear why you want them to do it. Too often we fail to address “why” something is important before we launch into explaining “how” it should get done. I am not interested in the explanation of how until you’ve convinced me why this is important.

I have been subject to many lengthy PowerPoint presentations Read the rest of this entry »

Reasons why so many changes fail #9 Lack of Trust Can Kill Change

Leaders fail to acknowledge how even a slight lack of trust and confidence in leaders can kill an otherwise fine idea

Trust can make or break a change. But sadly, many who lead change seem to ignore this critically important ingredient. Read the rest of this entry »

Reasons why so many changes fail #8 Leaders fail to appreciate the power of fear Fear of change is deeply personal. The thought of a big change can evoke pictures of relocations or downsizing. People worry that they may be fired. They worry about their families and their careers. Personal fear trumps the organization’s need to change. Read the rest of this entry »

Reasons why so many changes fail #6 Assume Understanding Equals Support

Leaders assume that understanding equals support and commitment

It is common to introduce change by making a PowerPoint presentation to a large group. Leaders may schedule time for Q&A, but the questions they get from their audiences tend to be very polite. After all, who wants to tell the boss they don’t think this is a good idea? People learn to limit their comments to questions about time lines and budgets. They know those are safe questions. Any reservations or fears go underground and only get spoken about in hallways and carpools. Read the rest of this entry »

Reasons why so many changes fail #13 Making Them Learn Your Language — instead of learning theirs.

Old MIS (Management Information Systems) departments often had the reputation of speaking some foreign language when they worked with senior management and other departments. They made the critical mistake of speaking their language and not translating so that their audience could understand them. It is your job to be “multilingual” so that various stakeholders can understand what you are saying. I have seen IT, HR, financial, and sales and marketing departments kill their own effort to make a case simply because they expected their audiences to learn their jargon. Big mistake.

(This is adapted from my forthcoming book, Beyond the Wall of Resistance: Why 70% of Changes Still Fail – and What To Do About It. You can preorder the book by clicking on the link you see on this page.)

Reasons why so many changes fail #5:  Immunity to Change

Robery Kegan and Lisa Lahey found this immunity works against our best-efforts to follow through on plans.

Kegan and Lahey’s work dovetails nicely with Pfeffer and Sutton’s knowing-doing gap. In their book, Immunity to Change, they identify hidden commitments that get in the way of our ability to work on our goals. Weight loss is a good example of this. Tabloids give us new diets every week. We know that human physiology hasn’t changed since last Thursday, but we still hope that there might be some new finding that makes losing weight easy. Read the rest of this entry »

Reasons why so many changes fail #4 The Knowing-Doing Gap. Jeffrey Pfeffer and Robert Sutton found a severe knowing-doing gap in organizations.

Although they found organizations that did turn knowledge into action, more often they found that, “Other organizations composed of intelligent, thoughtful, hard-working, nice people, fail to translate their knowledge about organizational performance into action. It is almost as if there were some kind of brain vacuum in those firms that sucks the wisdom and insight out of their people.” The Knowing Doing Gap, page 6).

And they point out they in most cases it is not the people who are at fault.

Reasons why so many changes fail #3 We Know Too Much

I just did an Amazon search on “change management” and got 1344 hits. With all this knowledge, why don’t we do better?

We’ve got more theories and four-square consulting models than we need. Somewhere, there is a denuded forest with a placard that reads, “These trees died happily so that millions of pages of books, articles, assessment tools, and printouts of PowerPoint slides on change management could enter large organizations and rest comfortably as shelfware.”

Reasons why so many changes fail #2

In my own work with clients, many (maybe most) know what it takes to lead change well. And yet, something gets in the way.

It’s like there is a secret society of people who lead change and all members must agree to abide by The Big Book of Rules for Leading Change.  Here are a couple.

Never, but never, allow emotions into meetings. It is a sign of weakness. If people react emotionally to a change something must be wrong with them. As the comedian Emo Philips said, “real men don’t have souls.”

Whatever idea you come up with is good (because you are the leader after all and you grew up in a generation where your parents told you could do no wrong), therefore others better get with the program and find out where you hid that cheese today.

The Mad Hatter got it right when he said, “I’m late, I’m late for a very important date. No time to say hello, good-by, I’m late, I’m late.” Translation: no time to get people involved.

And this list could go on. Of course, most leaders would scoff at that list, but when you watch them (and us) in action, those rules sure look like they are alive and well, don’t they?