Monday, 24 September 2007

The myths of change

We all know that change is constantly happening in any organization. But still the label of ‘change management’ brings to mind visions (or more often: nightmares) of a massive formal process to get the company from A to B. These processes usually come with a lot of assumptions, some of which have become dogma. Others, however, are simply myths.

I have looked at (and debunked!) 15 myths in my book, Viral Change, and want to share them with you here:

  1. Big change requires big actions
  2. Only change at the top can ensure change within the organisation
  3. People are resistant to change
  4. Cultural change is a slow and painful long-term affair
  5. Everybody needs to be involved in the change
  6. Communication and training are the vital components of change
  7. New processes and systems will create the new necessary behaviours
  8. People are rational and will react to logical and rational requests for change
  9. There is no point in creating change in one division without the rest of the company participating
  10. Sceptical people and enemies of change need to be sidelined
  11. Vision for change needs to come from the top and cascade down
  12. After change, you need a period of stability and consolidation
  13. Short-term wins are tactical, but they do not usually represent real change
  14. There will always be casualties – people not accepting change – and you need to identify and deal with them
  15. People used to not complying with norms will be even worse at accepting change

In the coming weeks, I’m going to take an in-depth look at those myths here in my blog, where I will reveal the answer to one myth in each of my following posts. Watch this space…

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