change management strategy
Change & the frog syndrome: Why change does not happen?
I have worked in different companies and always wondered why change never happened. I studied Organizational Sciences in an attempt to understand why change strategies fail 70% of the time. I have read, discussed and observed bad communication, ineffective leadership, self´sabotage and many other factors that influence negatively change. I also found reinforcing information on how to create a functional change process. I decided to become a consultant in order to accompany companies. I am sure we can increase the change success rate by taking into account the human side of change. As individuals change is difficult even if we aim for a better work-life balance or to become a better employee / leader. Putting our ideas into action is difficult as we have to change our habits. At the organizational level it becomes even more difficult. It is not only one person trying to change it is a team, a department, a whole company... This group dynamic is difficult to apprehend. In this post I want to warn you about a trap in which I have seen too many companies fall.
As a consultant. I faced disappointment. I was called in to analyse a company process and realized that the thing expected from me was to confirm that something went wrong. The decision to do something about the "problematic" process belonged to a higher level of management which I was not in contact with. I had little to no influence on the change process itself. It made me think and think again about how I could improve my intervention in the future. I realized how important it was for me to not only look at problematic processes but also do something about it. When I asked people involved in the process few months later. I heard the same complains from employees. Unfortunately, I am not the only consultant facing: Resistance to change. It is for sure a 2-ways dynamic where both the consultant and the client could better work together.
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