Why Do 70% of Change Management Programs Fail?

Why Do 70% of Change Management Programs Fail

Have you ever tried to introduce an initiative in your company but were rejected with negativity, indifference, or even outright hostile?

It’s not a novel idea. Even with the most innovative methods, 70% of change management initiatives fail – and this has been the case for quite a while.

What’s the cause? What causes resistance to changes?

The primary focus of the changes

The way in which many organizations tackle change is through the ‘what’s in it to us?’ mindset. Change is perceived as something that has to be managed, and individuals integrate into the system as they go along.

The impact of the change on individuals who are responsible for implementing it is often a second thought. The processes and systems become the center of focus, while the changing process and consequences are only thought of when inevitable issues occur.

An outside-in approach to change will encounter problems. Neuroscience is highlighting the reasons for this to be the scenario.

How can neuroscience help?

Neuroscience is helping us understand the reasons why change initiatives frequently are unsuccessful – and what leaders can do to remedy it.

Many leaders recognize that individuals are often resistant to change, but they do not give enough thought to the reasons behind this.

Our brains typically like stability and predictability. Many of us enjoy the security of routine and habits. If this stability is disturbed and the more primitive part of the brain responds to an apprehension of danger. This triggers a ‘fight or flees mentality where individuals rely on their instincts or emotions rather than reasoned thinking to make their decisions.

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Most people get stuck in and defend their status quo. This is why there is a perception of indifference or resistance to the change. In a state of constant change, it is often considered to be an unending danger… along with the extreme emotions, it creates typically creates a toxic and ineffective environment.

The most important thing to remember is that people have to feel at ease with the process in order for it to be effective.

Regaining control of the population

The research suggests that for people to feel more confident and in control of the situation, there is a set of requirements that have to be fulfilled by leaders.

These six social and mental requirements’ are briefly described in the following paragraphs:

The members must feel the group they’re in is fair, cohesive, and secure. Leaders should create a secure atmosphere by defining the roles of each member of the group and making sure that members feel appreciated as well as valued and trustworthy.

People should be able to express their emotions, not suppress them. Leaders must promote the labeling of emotions. This reduces their impact and intensity making a more productive environment that allows for two-way feedback.

Everyone should feel valued as valued and respected. Leaders need to help their employees to feel successful personally by setting achievable goals and coordinating individual goals with the goals of the team.

People should feel respected and supported. They must feel connected to one another. Leaders must be able to listen to and empathize with their employees rather than ignore their issues.

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The people need to feel they’re getting better. Leaders need to be able to measure the essential aspects of performance to show the progress they have made without overwhelming their employees with unneeded metrics for performance.

Everyone must recognize the necessity for changes (through their vision). Once people are comfortable within the team and are aware of the expectations of their role, is it possible to understand where the company is headed and what their next steps are, and what the process of changes affects them.

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