Why Change Fails - The Top Five Reasons

Perhaps it is human nature to resist change.

Indeed, the very idea of change can trigger fear and suspicion among staff.

The same goes for change management; where the reaction from employees can often be: ‘The greater change, the greater the resistance.’

Some resistance is of course, expected and should be handled with patience, conversation and feedback.

Indeed, when you are a leader - it is part of your job to identify and manage this resistance.

However, as today’s business environment becomes more competitive and unpredictable - change management is still a realistic option for some organisations.

Unfortunately, the figures regarding the success of change initiatives do not make good reading.

A recent US Strategy & Katzenbach Center survey of global senior leaders on culture and change management found the success of major change initiatives averaged only 54 per cent.

This is a big problem because failed change efforts can decrease morale, waste resources, and reduce turnover and the bottom-line.

To help clarify and understand how the adoption of organisational change is fraught with danger - here are five of the top reasons why change fails:

1. Lack of communication

This is the single biggest risk factor with change initiatives. Some companies are very good at communicating with a ‘top down’ approach - from the managerial level to the employees. However, ‘bottom up’ communication is also important; i.e. from those affected by the change to those implementing it. Effective communication also helps when gathering important feedback from the change – and deciding whether or not it has been successful.

2. Poor long-term planning

Adoption and sustainment of change are long-term investments. Change can be a drawn-out and costly process - so if you fail to plan and resource the latter phases of the change, you will never realise the full benefits you set out to achieve. Also, many change initiatives eventually wither and die because complacency sets in. Of course, in the early days, the novelty of the change may be enough to carry through any benefits. However, over time - unless the change is sustained - people will likely go back to the old ways of doing things.

3. Managerial deficiencies

The success of change in any organisation depends upon the skill of the change leaders in charge. And the truth is, we don’t always adequately train our leaders to become competent change leaders. Leadership development forms a big part of nearly all large organisations - but change leadership development is often sorely missing. Full commitment at executive level is also crucial in producing loyalty from those at the coalface.

4. Resistance from employees

Change management takes extra time and effort to implement - and sometimes those driving the change forget their employees are already very busy with their own day-to-day responsibilities. Obviously, when the extra burden of change is placed on the shoulders of line managers and staff, there is bound to be some resistance.

5. Failure to introduce slowly

Employees need plenty of time to adjust to the new circumstances and working conditions. Therefore, change must be introduced at an appropriate pace – neither too fast nor too slow.

‘Analysis paralysis’ can render some change initiatives weak and ineffective. Therefore, it is imperative the leadership team spends enough time putting a proper plan in place - while also ensuring the team is well equipped and prepared for the needed change.