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Organisation Change Change in an organisation can be a difficult proposition, but not for the reasons often stated. For many experts, the key to change is overcoming individual resistance to change; they claim that people hate change and will fight against it - even going through psychological stages similar to the phases of grief when confronted with it. Our experience has been that the single biggest factor thwarting change efforts isn't resistance, it's confusion. Human beings are actually one of the most adaptable species ever to walk this planet; everyone living in modern society makes scores of personal changes every week. It's our nature. The problem isn't a natural disdain for change. Individuals who are adversely affected by a change may grumble and offer resistance, but the act of change itself is not the issue with them. They are merely pursuing their own best interest. For most people, the changes asked of organisations do not have very dire consequences. Most are pretty ambivalent as to how something gets done. They just need to know what to do and how to do it. That's the rub: most change managers fail to tell people what is expected of them with enough specificity that they are not confused. Confused people will always default to doing what they have always done until they get better instructions. Who can blame them? For more information about making sure people know what to do and how to do it so that they can comply with your change initiative, check out our free tutorial on engineering organizational change (#2). (These online video tutorials are quite good; check out the sample video provided here.) To get immediate access to this tutorial and more, use the form at the top right of this page to register for our Change Management Library.
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