Why Do Most Organizational Changes Fail?

Why Do Most Organizational Changes Fail?

 

In his article ‘Why Most Changes Fail’ the author addresses the issue of change in organizations. To point out the extent of the problem, the author mentions that about 70 % of all the major changes in organizations have failed. He notes that changes have been failing for the last 15 years and the trend is getting worse. According to the author, changes fail due to poor management practices. He supports this by stating the various mistakes committed by leaders that contribute to the failure in change.

The author highlights the significance of change by giving statistics of how managers in the past have been caught up in the practice of change in their organizations. I strongly support him when he mentions that it’s difficult to recall any manager who has not been involved in change management. Most managers believe that it is their responsibility to introduce change in organizations they work for. In reality, I am yet to encounter any change in an organization that is implemented without involving managers.

The author recognizes that it is difficult to implement change in many organizations because CEOs might be located in different offices from where the change is expected to be implemented (Rick, 2011).  He however fails to mention why some organizations succeed in change management despite the senior managers being in different continents. On reading further, one understands that the author was more interested in the reasons for the failure in change implementation and not in its success.

According to the author, one of the biggest four mistakes made by leaders in managing change is the assumption that employees will support change if they understand it. The managers therefore go to an extent of explaining change to the employees and other stakeholders through elaborate presentations (Rick, 2011). In the contemporary society, it is likely to spot many leaders trying to introduce change in their organizations by calling employees for meetings. I support the author when he mentions that employees are only involved in change process by being allowed to ask questions. The employees are however cautious to ask serious questions that would seem to be challenging their bosses. This then leaves employees with the option of asking logistics questions or budgetary issues. The author supports his stand by giving evidence of a study he conducted that revealed that changes failed because managers did not make compelling cases for the introduction of change initiative.

In my opinion, the biggest mistake made by leaders as they establish fresh ideas in their organizations is the failure to involve the employees. The author refers to this mistake as underestimating the power of employee engagement. I agree with the author when he mentions that employees are only involved in the change process when managers inform them there is a crisis that needs to be addressed. The employees are therefore not given an opportunity to influence the change being introduced. This is done after they are informed of the change objectives and other benchmarks.

The author acknowledges the fact that managers make the mistake of failing to realize the power of fear in employees. I strongly support this point as many employees are afraid that change will affect them negatively. One of the reasons for fearing change includes losing their jobs through downsizing. Employees are therefore willing to protect their careers as the only source of income for their families. It is true when the author mentions that some leaders assume that people will get angry for a change, be in denial, and eventually accept change. These types of leaders use dictatorial methods to introduce change in their organizations with an assumption that all changes are good (Rick, 2011). The example used by the author of leaders wearing a t-shirt written ‘Trust Me, I Know Best-Now Get Back to Work,’ drives the point home on the arrogance demonstrated by leaders while trying to implement change.

I agree with the author’s opinion that leaders make a mistake of failing to note that lack of trust in leaders have an effect on the realization of change. Most leaders believe that a good change will always be acknowledged by the employees. This is however not true as change will only work if people trust us. The author elaborates this point by stating that when people trust us they are ready to accept our mistakes since we are just human. When employees fail to trust their leaders, they have negative perceptions about change initiative.

The author succeeds in addressing the mistakes made by leaders in introducing change in their organizations. He gives clear and practical examples that readers can relate with. By choosing to explain only four mistakes, the author makes the readers to internalize these mistakes instead of mentioning many mistakes that might be difficult to recall. The realistic character of the author is prominent towards the end of the article where he admits that not all changes are unsuccessful (Rick, 2011). He assures the readers that his next publication will address how leaders can avoid the four mistakes and how to make change more successful. This is a good strategy of making readers anxious to read the next article from the author.

Works Cited

Rick, M. (2011). Why Most Changes Fail. The Journal for Quality, Vol. 34 (2), 17-18.

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