By Eli Sopow Ph.D.

There are few topics in management and leadership so vastly written about as “change management.”  In many such cases
the prescriptive theme often involves the need to communicate early and often, to build a sense of urgency about the need
for change, to achieve quick wins, and to amass a cadre of trusted champions to marshal the process along its way.  It is
also a fact that the vast majority of corporate change processes fail. Here's why...and how to avoid the pitfalls.  
Three falsehoods about change:

1. "We must/will change the culture."

2. "People are resistant to change."

3. "We need a sense of urgency."

An organization's culture are the things that root the place,
give it stability, and provide strength. Yes, there can be root
rot. But simply proclaiming that "a change in culture is
needed" is tantamount to saying that all the good things
about the past no longer matter, that all the anchors of
security are being cut away, and uncertain actions lie
ahead. This is a guaranteed recipe for fear, resistance, and
anger.

Don't initially focus on changing the culture. Focus instead
on the climate, the here and now situational actions that
may be an outgrowth of culture but are certainly the product
of system structures. Through workplace engagement and
leadership surveys you can find clear indicators of what's
helping and hindering positive evolution and transformation.
Often these negative factors include a lack of trust, a failure
to hold people accountable, a lack of fairness, and poor
communications. Once you've pinpointed these problems
you're in a position of knowledge to ask the really tough
questions that will diagnose and root out the real constraints
to change, the ones residing within the six systems of
organizational behavior.

People do not resist change that they see as healthy.
They resist change that is full of the unknown and leaves
them powerless. They resist change that asks them to adopt
new behaviors that are in fact protecting their power, pride,
and purpose.  It's human nature to be self-preserving. But
you can reduce this fear by providing facts that are
meaningful, that show how the future is linked to the best of
the past, offer a sense of purpose, and offer plenty of
opportunities for easy contributions to the process.
Successfully blending culture & climate
See also the feature article on this by Dr. Eli Sopow in the fall 2006 issue of Strategic
Communications Management published by London-based Melcrum Publishing
(www.Melcrum.com).
A sense of urgency is not as important as a sense of purpose. Creating a sense of
urgency without purpose is simply creating fear and panic which leads to resistance and a
backlash from those who feel threatened. You MUST first create a sense of purpose as in "why
are we doing this and how does it positively affect you." I addition, positive and healthy change
occurs not only through strong leaders who take command of the change process but from
all those affected by transformation. Change is an organic process, not a mechanistic one. It
involves complex networks of communication, cooperation, and connectivity.

Leadership in a change process is dynamic, meaning it comes from the top, from the bottom,
and spreads from the centre. While it's important to have clear goals and a vision for the future,
the process must also allow for individuals and groups at all levels and locations to have an
opportunity to self-organize around a concept or goal, to question assumptions (especially
those made at the senior levels), and to emerge with creative fresh thinking. This has been the
pattern for successful change for centuries, not something recently invented by management
gurus! For example this form of multi-input transformation is the approach used in everything
from social activism to environmental protection.