WHY ORGANISATIONAL CHANGE FAILS

BY MARK SANBORN

(THE SUN, MONDAY 17 JANUARY 2011)

1.	Mis-starts ·         When change is -       Ill advised -       Hastily implement or attempted ·         Insufficient commitment
2.	Making it optional ·         Change is a non-option ·         Not -  like you to change -   Asking you to change -  Implore you to change -  Please change
3.	Neglecting result ·         Activity becomes more important than results
4.	Being in sensitive ·         Downplay or ignore the human pain of change ·         Insensitive to people’s feelings -       Prevents change -       Destroys morale and loyalty.
5.	Leaving it to outsiders ·         People inside the system must accept responsibility for the change.
6.	Lack of communication ·         Employees need to be involved -       Their input and suggestion -       In determining the means
7.	No new rewards ·         Adjust rewards, recognition and compensation.
8.	No commitment. ·         Everybody involved must buy-in ·         Leadership must take first steps
9.	Wrong fit ·         Change programme should be neither too easy not too impossible
10.	No follow-through ·         Implemented. ·         Monitored. ·         Carried out. ·         Responsibility must be clearly defined.