Why do Change Management Fail?
Subject: Management Paper 1
“Resistance to vary could even be active or passive, overt or covert, individual or
organised, aggressive or timid……… and on occasions totally justified.”
Sadly most significant change fails to satisfy the expectations and targets of the
proposers. The failure is given the catchall name “resistance”, yet resistance are often
principled and artistic also as from vested interest. Top management is typically unreasonable
in its expectations and duration, forgetting the tactic it went through when it decided to make
the change.
An effective change manager will prepare an organisation for change within the first
stages of project definition and stakeholder review, by taking managers through a uniform
sales process and responding to their apparent resistance: the “creative conflict.”
This process is perhaps getting to enhance the project definition and stock. it'll also
confirm that it's clear the moment resistance becomes “vested interest.”
It is unrealistic to expect an independent change manager to tackle vested interest
resistance but the change director can use his or her intervention as a symbol to the
organisation – such interventions should be few but telling.
An independent change manager could also be a cross between a foil and a lightning
rod – the foil ensuring that positive energy is deflected to the right place, the lightening
conductor removing negative energy from the organisation.
Avoiding failure: managing resistance:
