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REASONS WHY CHANGE FAILS


 


  
   
  

  
 
 
        



    
        
 
     
   
 
  
 
 






 
 

 
 

Change happens when we align ourselves with the natural forces in any system. If we feed things they grow; they
grow where there is space (opportunities), light (attention) and nourishment. When King Canute commanded the
waves to retreat he was held up to ridicule, but when a manager commands ƠChangeơ, people seem to think this is
reasonable.
People will only do what they believe is in their interests to do. Letƞs deconstruct that sentence, and look at some
of the key words. 
 have to 


it is in 
 interests. If we fail to cover all three of these bases, then
they wonƞt Ɲplayƞ. So, taking those elements one at a time:-

1.c 
: it is what the staff think and feel that is crucial. The opinion of the company or the manager is
only important to the degree that they hold influence / power over the individual. The greater the respect,
trust or relationship that you have, then the more they will listen to you. However, never shortcut the step
of explaining why this is something they need to do.
2.c ‘


: This is a bit like a game of Monopoly, you can not move out of Jail until you have thrown a
double. Nor can you begin your change programme till you have won people over. It maybe you need to
start on something simpler or smaller first to gain their confidence.
3.c 
: everybody needs to know hhat s in it or !e. We have been programmed by the forces of
Nature and Evolution to survive, and each time we are asked to do something, some primitive part of our
brain checks to see it helps our survival. If it feels too dangerous then we wonƞt do it. If the environment
is one where we are not allow to make our feelings known we will say ƠYes bossơ, and ignore it in every
way we can. It should be pointed out that management use this tactic all the time, but it is called Ɲpolitical
savvyƞ when they do it rather than Ɲresistanceƞ.

The other day someone asked the question ƠHow do I reward and recognise a team, I know that Ɲmore moneyƞ
isnƞt the answerơ and I told them that the key wasnƞt M&S vouchers, flowers or days go-carting, rather is had to
come from genuine, unconditional appreciation of them and their efforts. Most people are part of a pack and they
need a leader who inspires them and makes them feel safe. The safest member of the pack is the most valuable
one. These are very powerful and very ancient drives, and not to be ignored. We all long for the approval of
Ɲparentƞ1 figures in our world and bosses fall into that category. However, just saying ƠWell doneơ really doesnƞt do
it. You have to actually mean it, people can tell the difference.2 You need to show that you have seen the real
them and appreciated their unique contribution.
It is a cliché to say that everyone is unique but it is true, and deep within us, we know this and we long for people
to see, recognise and appreciate our unique gifts. Doing this makes us feel special, and this is a very heady Ɲdrugƞ
and we will go a very long way for more of it. However, I repeat, for it to work, it has to be real.
So to answer some more questions that I was asked ƠWhy is it so hard to get Change management right?ơ
Because it is a very human process and requires sensitivities and skills that the modern workplace tends not to
value or nurture. There are few courses on sensitivity: communication courses deal with slide decks rather than
telling your truth.

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They adopt an engineerƞs view of their business rather than say, a mothers. An engineer is looking for a switch he
can throw to make things happen the same way every time. A mother just wants the best for her children and
wants them to grow safe and happy. An engineer uses resources; a mother nurtures people. The phrase Human
Resources its self tells you all you need to knowƦ
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Apart from all that is implicit in the previous paragraph, they have to become the part of the company that looks
after people rather than processes them and their records. I was an accountant for 25 years, and I always
thought that there was little difference between the accounts department and the HR one, apart from the things
they counted. Managers are there to get the job done, but they are subject to all sorts of stresses and pressures,
HR should be there to catch people when their managers canƞt see what is required. They should bring objectivity
to the care process. They do have the time, they should have the skills. However, as long as their prime role is
ƝHireƞem Ɲnƞ Fire Ɲemƞ then they will not be trusted and immediately become part of the problem for the staff.
By recognising Change as part of Nature rather than an industrial process we are much more likely to approach it
with the care and sensitivities we need to make it successful. If you still arenƞt convinced, then think back to some
of the really good teachers either you or your children hadƦ what were they like? They werenƞt all about
processes, flow charts, slide decks and emails were they? They listened, they got down to your level, they excited
and encouraged you, and, when necessary, they picked you up, brushed you off and told youƠNever mind.. itƞll be
all right next timeơ
Many mangers feel that they have to check Ɲthe real themƞ at the office door and only pick up the mantle again
once they get home to their kids. However, if they dared tried using some of these softer skills, awareness and
intuitions to bring along their staff with them they would be vastly more successful. Business might need a hard-
nose, but it also requires a soft-heart to make Change happen. A successful change leader knows which organ to
use and when.
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Richard Derwent Cooke is a Facilitator, Coach & Change Agent and the founder of I -Change.
He specialises in helping leaders, and their teams, clarify, develop and implement their plans.
He has been working in the fields of perso nal and business change for over 25 years, working
with international blue chip companies and individuals. Trained as a chartered accountant and
in various alternative disciplines. See www.i-change.biz for more details, or email info@I-
change.biz. Change & Stuff Blog : http://www.i -change.biz/blog/

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Resources:

1. c Parent-Child mode - Transactional Analysis

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