Three Fables of Change Management

Change is hard. Let’s consider this: how hard it is to keep your New Year’s resolution. Look around. Researchers suggest that only 9% of people that make resolutions complete them. 23% of people quit their resolutions by the end of the first week, and 43% quit by the end of January.??

These numbers sound reasonable to me. Every January, I've noticed our local gym getting crowded with fresh New Year's resolutioners. I've been one of them a couple of years ago by the way, and by February, things usually go back to normal.

Anyone who’s ever tried to break a bad habit, start working out, or learn a new skill knows that change is hard for all of us. As human beings, we’re wired to love routine. And anything that challenges the tried-and-true is going to face serious obstacles.It is even more true when you try to transform the way people work.?

Organizational change is tough, with many initiatives falling short. These failures often lead to substantial financial losses for companies. There is some statistics data around organizational changes.

Harvard Business Review reports that around 70% of change initiatives fail due to different factors that we will consider today.

IBM's study echoes that by stating that only 20% of respondents felt their organizations were very effective at managing change.

Horrifying, right? And there is more.

Deloitte’s survey found that 88% of respondents believe their organizations don't understand their culture well or don't have the tools to change it effectively.?

Gallup's research on employee engagement and change management found that only 30% of U.S. employees are engaged in their work. That means employees do not feel involved in what is going on and it is a real challenge for change initiatives.

Let’s find out why so much negativity surrounds transformations at work. “The Frog in the Well” fable will give us a hint about the biggest enemy of any change.

Once upon a time, there was a frog that lived at the bottom of a deep, dark well. The well was the only world the frog knew, and it believed that its well was the entire universe. The frog felt content and secure in its familiar surroundings.

One day, a curious frog from a nearby pond visited the well. Excitedly, the well frog greeted its visitor and began boasting about how fortunate it was to live in such a safe and cozy place.

The pond frog listened patiently and then shared tales of the vast pond and the open skies beyond. The well frog, however, dismissed these stories, convinced that its well was the best and safest place to be.

Undeterred, the pond frog invited the well frog to come and see the pond for itself. The well frog hesitated, fearing the unknown. It worried about leaving the well's comfort and the potential dangers beyond.

Eventually, the pond frog hopped away, leaving the well frog to continue its life in the limited space of the well.

The moral of the story is that those who resist change and remain in their comfort zones may miss out on broader perspectives and opportunities. It encourages openness to new experiences and a willingness to embrace change for personal growth.

When individuals or groups within an organization resist or oppose the proposed changes, it can hinder progress and create obstacles. This resistance may stem from various factors, including fear of the unknown, comfort with the status quo, or concerns about potential negative impacts. And it makes sense, the loss aversion (the psychological tendency where individuals emphasize avoiding losses more than acquiring equivalent gains) you face at work is too high. Because It’s about your job. The thing that supplies you with basic human needs like safety and security. Risking that for a slightly more productive work environment doesn’t seem like a good gamble for our brains.

Think back to the last time someone tried to implement a new process or structure to your team. More than likely you saw it as an extra burden. You were already busy even without it, and this is just adding to your stress. So what did you do? If you’re like most people, the second that initiative got behind schedule or didn’t work out exactly as promised, you disengaged from it.

The second fable is called “Stone soup”.?

Once upon a time, in a small village, there was a traveler passing through. He was tired from his journey and hungry, but he had nothing to eat. The traveler approached the villagers and asked for some food, but the villagers were not willing to share their supplies with anyone.

Tnen the traveler took out a large, empty pot from his backpack and placed it in the center of the village square. He then filled it with water and set it over a fire and dropped a simple stone into the pot. As the water began to boil, the traveler tasted it and exclaimed, "Ah, what a delicious stone soup this will be! But it would be even better with a few ingredients."

One villager asked "What kind of ingredients do you need?"

The traveler replied, "Well, a few carrots would be nice."

The villager decided to contribute a few carrots. He added them to the pot.

Another villager adds a potato. This continues as more villagers contribute various vegetables, herbs, and spices to enhance the soup's taste.

Soon, the once-empty pot was filled with a delicious soup, thanks to the contributions of the villagers.

Finally, the entire village gathered around the pot, and they all enjoyed a feast together. The traveler and his "stone soup" had turned the villagers' selfishness into a spirit of sharing and community.

The fable highlights the power of engaging others and bringing them together.

Ineffective communication, collaboration and other factors can lead to lack of engagement, which is harmful to any organizational change. Think back to times when changes were implemented without your knowledge; it's never a pleasant experience.

I can definitely relate to that. At one of the previous companies I worked for, we underwent five reorganizations, including two rounds of layoffs, within three years. The constant changes left employees exhausted, demotivated, and fearful.?

When communication is lacking, gaining buy-in from team members becomes challenging. Sometimes even Securing buy-in for upcoming changes may not be enough. Ideally, team members should be actively involved in the change process, they should feel engaged.?

The final fable I want to share with you is called 'The Sun and the Wind.'

Once upon a time, the Sun and the Wind engaged in a friendly competition to determine who was stronger. They wanted to see who could make a traveler take off his coat. The Wind went first, blowing with all its might, trying to forcibly remove the traveler's coat. However, the more the Wind blew, the tighter the traveler held onto his coat. Eventually, the Wind grew tired and admitted defeat. Next, it was the Sun's turn. The Sun smiled warmly and gently sent its rays down to the Earth. As the traveler felt the Sun's warmth, he started to feel hot in his coat. Gradually, he realized that the coat was unnecessary. So, he willingly took off his coat and enjoyed the pleasant warmth.?

The moral of the fable is that there are different ways or strategies to make the change happen. Sometimes? even with abundant resources and power, the wrong strategy and leadership can hinder the success of change.

Successful organizational transformation relies on strong leadership that offers clear guidance, support, and resources throughout the process. Without a well-defined, transparent change strategy, even ample resources may not prevent failure.?

Now when we know the biggest enemies, it is time to find out how to combat them

This is where Kotter’s 8 step change model comes into play.

It outlines how to systematically and effectively implement change in an organization.?

I have used this framework many times and confirm that it is working. Kotter highlights 8 steps organizations should follow to overcome such challenges and put large-scale change into effect successfully. Following these steps will ensure that at the end of the process, the organization will be committed to embracing the changes.?

1. Creating a Sense of Urgency

Initiating the process requires creating a sense of urgency among both managers and employees. It is crucial for everyone involved to recognize the necessity for change and understand its significance for organizational growth. Lack of their support can impede the momentum of the change initiative, hindering the achievement of lasting transformation.

2. Putting Together a Guiding Coalition

This stage is focused on assembling a skilled and qualified team with a strong reputation, connections, and adequate authority to lead change efforts and influence stakeholders effectively.

3. Developing Vision and Strategies

This step seeks to develop a cohesive vision that serves as a guide for the initiative, creating effective strategies for its realization. It entails crafting a portrayal of the organization's future after the change is implemented. A well-crafted vision plays a crucial role in successfully steering change by inspiring and directing team actions and decisions. Moreover, it should define clear and realistic targets, allowing for easy measurement of success and capturing the interest of company stakeholders.

4. Communicating the Change Vision

During this stage, the emphasis lies on skillfully conveying the vision and strategies to encourage widespread acceptance and support for the change initiative within the organization. The objective is to captivate the hearts and minds of employees, motivating them to make sacrifices in support of the change. The aim is to instill belief in the possibility of change and the ensuing benefits being in the best interest of both the organization and the individuals involved.

5. Remove Barriers to Action

In the process of implementing organization-wide change, obstacles may arise frequently, taking various forms such as inadequate processes, employee resistance to change, disempowered managers, and organizational policies and structure challenges. During this step, the guiding coalition and senior management should concentrate on eliminating these obstacles that hinder the organization's progress toward realizing the change vision.

6. Accomplish Short-Term Wins

Attaining a comprehensive and authentic transformation is a time-consuming endeavor. Prolonged periods without milestones to celebrate can demoralize employees. Sustaining momentum and fostering continued support require the establishment and celebration of early, short-term goals in the change process. These goals, known as quick wins, encompass organizational improvements achievable within a brief timeframe. Their visibility across the organization, clarity, and direct relevance to the change initiative are crucial aspects.

7. Build on the Change

This stage focuses on maintaining the execution of change by ensuring teams consistently work towards realizing the change vision, all while monitoring progress. Preventing the team from prematurely declaring victory after a few quick wins is crucial. To sustain the momentum of change, it is essential to analyze every triumph, identifying both successful aspects and areas for improvement.

8. Make Change Stick

During this phase, change leaders concentrate on fostering a new culture that solidifies the change. This involves modifying organizational norms, values, processes, reward systems, and other infrastructure elements to ensure alignment with the new direction.

By following these 8 steps, you can ensure the successful implementation of change within your organization.

?Let’s summarize what we have just learned: Organizational transformations can be tough, with plenty of hurdles that might trip you up. The usual suspects? Resistance to change, not caring much (apathy), and wandering off track (misguidance). But here's the secret sauce: the Kotter's 8-Step Change Model. It's your trusty sidekick for nailing that transformation. As a bonus, I've attached a Stone Soup recipe.

Cook it with your team and enjoy!

Change is hard. It is true. But change is an integral part of growth—both for individuals and companies. And the only thing that’s guaranteed to happen if you stand still for too long is that you’ll be left in the dust.