Given this is it surprising the extent to which organizations struggle with the concept of change in organizations. Myths abound. Working with organizations I constantly hear the refrain ‘people don’t like change’ and ‘change is hard’. Neither of these statements are necessarily true, as we see below. What is true is that the way we understand organizations, understand change, and go about achieving change can make the job much harder than it need be.
Planned change approaches inadvertently encourage people to give up trying to contribute to the change conversation or to influence how it happens. They can become passive, demotivated and demoralised, waiting to be told what to do. It is when the downsides of this approach become apparent that people find their way to me, presenting their challenge as a problem of dis-engagement, poor morale, people needing support during change.