Why do so Many Change Processes Fail?

Change Phases
Knowledge Center

 

Next Topic

Change Phases > Best Practices > Why do so Many Change Processes Fail?

Why do so Many Change Processes Fail?
James Antwi, HR Consultant, Swaziland, Member
Most often change processes do not succeed because of some ASSUMPTIONS we make before and during the change process. One such well-known assumption is that people hate change so they may resist change. I see this as a myth in change process. Clearly, it is not that people hate change, but rather people do not want change to be imposed on them. The best way to avoid this is to involve people in the change process right from the beginning to increase the chances they will corporate with the process. (...) Read more? Sign up for free

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free.

Sign up for free     Log in


  Why Change Efforts Not Succeed
Jaap de Jonge, Editor, Netherlands
  Thank you James for your interesting topic. I think this very much behind Kotter's thinking with his eight reasons and phases why many change processes don't succeed.
Also take a look at our competence center about Resistance to change which has a lot on how we can avoid and manage such resistance.

  Why Change Efforts Fail
Gregory Johnson, Coach, United States, Premium Member
  (...)

  Change Processes are CONTINUOUS
Steven Cooke
  (...)

  Camel and Thorn Analogy for Resistance of Change
srinivas, Lecturer, India, Member
  (...)

  Who are the Informers of the Change Processes?
Fernando Rodriguez, Project Manager, United States, Member
  (...)

  Risks in Change Process not Addressed
Kartikeyan, Manager, India, Member
  (...)

  Why So Many Change Processes Fail
Graham Williams, Management Consultant, South Africa, Premium Member
  (...)

  The Need for Flexibility in Change Processes
Armando Aramayo, Business Consultant, Peru, Member
  (...)

  Culture is Difficult to Change
Henry, Manager, Hong Kong, Member
  (...)

  The Current System at Least Works to some Extent…
Bernhard Keim, Business Consultant, Germany, Premium Member
  (...)

  Key Role of Communication
patricia lucki, Consultant, Guatemala, Member
  (...)

  The Change has to be Integrated in the Organization
Connie James, Professor, Member
  (...)

  Resisting Change is Rational
Bernhard Keim, Business Consultant, Germany, Premium Member
  (...)

  Why So Many Change Processes Fail
Graham Williams, Management Consultant, South Africa, Premium Member
  (...)

  What's in it for Me…
Sridhar Gopal, Management Consultant, India, Member
  (...)

  Back to Basics of Motivation
Norman Dragt, Netherlands, Member
  (...)

  Resistance To Change is Exaggerated
Oshun, Grace Okaima, Lecturer, Nigeria, Member
  (...)

  We are Afraid of Change!
Faris Babouri, Coach, France, Member
  (...)

  Lack of Readiness for Change and Mindfulness
Muhammad Ali, Student (Other), Pakistan, Member
  (...)

  Embrace Resistance
Mark Kelly, Manager, Australia, Member
  (...)

  Why do So Many Change Processes Fail?
Soma Pillay, Manager, United Kingdom, Member
  (...)

  Do not be Naive in Change Management
Pramod Kumar Gupta, India, Member
  (...)

  The Objective Needs to be in the Interest of the Organization
M P SINGH, CxO / Board, India, Member
  (...)

  Why Projects Fail
Patrick Parsons
  (...)

  Why so Many Change Processes are Failing?
Isaiah Maisiba, Accountant, Kenya, Member
  (...)

  Change versus Changing
Rob Powys-Smith, Analyst, United Kingdom, Member
  (...)

  Change is Inevitable
T V N Murthy, Entrepreneur, India, Member
  (...)

  The Culture of your People
Daniel Lopez, Argentina, Member
  (...)

  Is 'Change' an Institutional Value?
Vincent Miholic, Manager, United States, Member
  (...)

  Why Corporate Change often Fails
Abraham Simpson, CEO, Nauru, Member
  (...)

  Focus on Creating Understanding of the Need for Change
Damodaram Kuppuswami, Consultant, India, Member
  (...)

  Involve People in the Change and in its Goals and Activities
EDGAR SARRIA CAMPO, Teacher, Colombia, Member
  (...)

  Sustain the Intended Changes
Andyson Mupeta, Student (MBA), Zambia, Member
  (...)

  Sustaining the Change Process
Isaiah Maisiba, Accountant, Kenya, Member
  (...)

  Factors Explaining Failing Change Efforts
Abdourahmane DIOP, Management Consultant, Senegal, Member
  (...)

  Change is Hard When Rigidity is the Norm
Love Lonnroth, Management Consultant, Sweden, Member
  (...)


  Candour is a Must in Change
David Harland, Consultant, United Kingdom, Member
  (...)

  Many Blocks to Change..
Lloyd Lawrence, Manager, Australia, Member
  (...)

  Why a Change Process Fails
Neilson Asiedu, Strategy Consultant, United States, Member
  (...)

  Change Stress and Cognitive Impairment
David Harland, Consultant, United Kingdom, Member
  (...)

  Why do So Many Change Processes Fail?
Omondi, Manager, Kenya, Premium Member
  (...)

  Toyota's Success
Lloyd Lawrence, Manager, Australia, Member
  (...)

  The Key is the Inside and Emotions of Human Beings
Alan, Student (University), China, Member
  (...)

  Change and Personal Pay-Off
Maurice Hogarth, Consultant, United Kingdom, Premium Member
  (...)

   
Special Interest Group Leader

Are you an expert in this field? Sign up for free


Change Phases
Summary
Forum
🔥Emotions During Organizational Change: the Change Curve
How to Anchor the Change (Kotter)? Ideas
How to Structure Large Scale Change Efforts
Best Practices
🥇Kotter's New 8 Accelerators for Strategic Change
Why do so Many Change Processes Fail?
🥉Neglecting the Change Phases
How to Establish a Sense of Urgency (Kotter)? Ideas
Disadvantages of the Kotter Change Theory
Using Kotter After Cameron and Quinn's Competing Values Framework
How is the Change Presented and Communicated?
How to Secure Short-term Wins (Kotter)? Ideas
The Roles of Top and Middle Management in Change
How to Consolidate and Keep Moving (Kotter)? Ideas
How to Create a Coalition (Kotter)? Ideas
How to Develop a Clear Vision (Kotter)? Ideas
How to Share / Communicate the Vision (Kotter)? Ideas
Kotter's Dual Operating System
Organizational Change: Why Establish a Sense of Urgency First?
How to Clear Obstacles (Kotter)? Ideas
Kotter Change Steps for Political Change
Add Unlearning to Kotter's Change Phase Model
Kotter and Public Sector Change
Our Iceberg Is Melting


Change Phases
Knowledge Center

 

Next Topic



About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
© 2020 12manage - The Executive Fast Track. V15.5 - Last updated: 8-8-2020. All names ™ of their owners.