So You Think You’re Better Than Everyone Else at This?

While there is evidence to suggest that between half and two-thirds of change efforts fail, we know that we must continue to introduce change or face the consequences of falling behind. No one sets out to fail at change. Yet it is too easy to believe that we will succeed where others have failed. We shouldn’t guess at whether our organizations are prepared to succeed at managing complex, continuous change. We should collect data to assess readiness and capability rather than rely strictly on a gut feeling.

It is true that many changes proceed without a hitch. They are usually the easier ones that few people oppose. The more difficult changes are ones that that disturb what people do, where they do it, who they do it with, or the rewards they receive.

The reasons why these more difficult efforts fail outright or take longer than they should can be traced to how they are conducted. People have a tendency to cut corners, underbudget, and assume that everything will somehow work out. They convince themselves that if they run into problems, they will be able to solve them. They assume that they have the support they need when they don’t. They believe deeply that the changes they are undertaking are so important that everyone will understand the need for them and quickly get on board. They think of nothing but success, so they don’t plan for the unexpected. They turn change over to consultants when they should stay more engaged themselves. They declare victory too soon, forgetting how hard sustaining change can be.

We know these things and yet we find it hard to avoid falling into the same traps again and again. Why? My belief is that it’s because we are well intended but overwhelmed. We recognize the need for change and want to do it well, but there is too much going on to do everything we know we should do. We simply don’t have the time or resources. Rather than ignore the need for change, we tell ourselves it’s better to try even though we may not succeed. It is not that we intend to lead change poorly; it’s that we don’t have the tools we need to do a better job when there is too much change to handle.