Why Change Goes Wrong- Change Dysfunction
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This document summarizes research showing that most change projects fail to meet their objectives. It then discusses different approaches to change, noting that transformational change implies a complete shift in core values while change maintains core values. The challenges of changing different types of organizations are explored, with bureaucratic and mature organizations seen as most difficult to change. Common misconceptions about change being a static endpoint rather than dynamic and continual process are addressed. The document emphasizes that the change agent's approach and focus on throughput rather than a single outcome are most important for success. It concludes that embedding an ongoing ability to manage change is the true measure of success.
Why Change Goes Wrong- Change Dysfunction
- 1. Ms. Funmi Ade A Presentation for Crown Agents Thursday 13th February 2013
- 2. Introduction: Change, the Obvious • Change- better state of an organization • Different approaches and methods- iceberg, force field, 7S. GROW. • • • • Importance of stakeholders, people element Implement Desired result achieved Happily ever after
- 3. The Reality 65% of change projects not meeting objectives; IBM, Making change work, 2008 66% of IT projects abandoned or failed, Standish Group Study, 2003 70% of change programme fail; Journal of Change Management, 2002, D Miller, Successful Change Leaders 66% TQM programmes fail and 70% reengineering efforts fail, Senge, 1999
- 5. Change: Not so Obvious Transform Change Implies a new and complete shift in core values, change in its entirety from top to bottom, a change of position from A – B Core values remain, change is scoped or limited, the position doesn’t change A = A Tinkering (not necessarily at the edges) OR Overhaul Manage Expectations from the Start
- 6. The Challenge Easier to Change The Matrix Organization System theory, contingency theory Commercial, competitive organizations Eg. IBM Difficult to Change Bureaucratic Mature Organizations Large organizations Eg. NHS, local authorities Easiest to change or transform New organizations Small organizations Weak organizations Human relations SMEs, technology companies, eg. Google
- 7. Implications & Misconceptions Organizations are dynamic Organizations are static (traditional undercurrents) (actual undercurrents) Change is a static point Change is therefore dynamic Change is conclusive Change is a continuum Change is an equilibrium Change is an impact Change is an established process Change is continually managed A format can be applied There is no singular format for change Cognitive Implication for the Change Agent Approach & method will make or break a change programme Expectations need to be managed Change process will surprise Change brings change
- 8. Change Thinking Change is a scoped programme, with a life cycle, concentrate on result WRONG objective and throughput is what counts and change continues after programme
- 9. Approach Methods/ Technical Throughput Change Tools, cognitive/ intuitive The change agent inputs numerous resources to which the organization responds. The outcome is the progressive impact of that process and is effectively the change produced. Emphasis on through- put, outcome is the effect of throughput, throughput is your change. The outcome or result, is not a stand alone product and is not the conclusion of a change intention.
- 10. Getting it Right • The measurement of success, is embedding, an ability to manage change, as an on- going process • Absorbtive capacity of the organization, (yes the client!) makes a huge difference • Type of organization, will limit impact, remember organization type • Your outcome is your throughput, not a result in itself. • The buck stops with the change agent, understand your terrain, know the dangers