WHY CHANGE FAILS IN ORGANIZATIONS - in the light of the famous Ted Talk(The inner side of Organizational Change – By Thijs Homan)

The change process requires going through a series of phases that requires a considerable length of time. Skipping steps in this process may speed up the change process but it will never give the results that are required, In Ted Talk by Thijs Homan, he also emphasized on this one factor that evaluating your current state is important and then making a process of transformation comes in. Another important fact is that critical mistakes in any of the phases can have a devastating impact. Perhaps because we have relatively little experience in renewing organizations, even very capable people often make at least one big error.

Mistake # 1: Lack of understanding the urgency

Best change endeavors start when a few people from within the organization begin to take a focus of organization's serious circumstance, market position, mechanical patterns, and monetary execution. They center around the potential income drop when a significant patent lapses, the five-year pattern in declining edges in a center business, or a developing business sector that everybody is by all accounts overlooking. They at that point discover approaches to convey this data comprehensively and significantly, particularly as for emergencies. This initial step is basic because simply kicking a change program off requires the forceful participation of numerous people. Without inspiration, individuals won't help, and the exertion goes no place. This is also one thing over which Thijs Homan has said in his Ted Talk that change is something that does not belong to only an individual, but it is dependent upon the whole group of people.

Mistake #2: Lack of Coalition for Guidance

Most programs frequently start with only a couple of individuals. In instances of effective change endeavors, the initiative alliance develops and develops over the long run. But it is important to include at least a minimum people in the effort

It is regularly said that significant change is inconceivable except if the top of the association is a functioning ally, as they come together and develop a shared commitment to excellent performance through renewal.

Companies that fail are because they underestimate the difficulties of producing change and thus the importance of coalition. Sometimes they only staff executive from human resources, quality, or strategic planning are responsible for change instead of a line manager. They fails to understand that without strong leadership one can never achieve the power that is required.

Mistake #3: Lack of Vision

In each change exertion, the guiding coalition builds up an image of things to come that is moderately simple to communicate to clients, investors, and workers. A vision says something that explains where an association needs to move. It is generally somewhat vague, at first. However, after the coalition works at it for 3 or 5 or even a year, something much better arises through their intense investigative reasoning and a bit of dreaming. In the end, a methodology for accomplishing that vision is likewise evolved. This is also something that can be second through Thijs Homan’s TedTalk when he explains monocentric and polycentric change, monocentric is when a single person or entity is working on bringing the change, however polycentric is when the whole organization is working over transformation and the latter is better.

Mistake #4: Change Requires Trade Offs

Change is unimaginable until and unless majority of individuals are eager to help, often to the point of making momentary sacrifices and tradeoffs. Employees even if they are unhappy will not make sacrifices, unless they are assured that useful change is possible. And without credible communication the hearts and minds of the employees can never be captured.

Mistake #5: Not Moving on with Obstacles to Transformation

Transformation also requires the removal of obstacles. Usually an employee understands the new vision and want to cooperate. But a bigger obstacle appears to be blocking the path in the process. Usually this obstacle is the person’s mind, and the challenge is to convince the individual that no external obstacle exists.

Mistake #:6 Not Institutionalizing Change in the culture of organization

When institutionalizing change in corporate culture. The first important thing is to show people how the new approaches, behaviors, and attitudes will help improve performance. When people are left on their own to make the connections, they sometimes create very inaccurate links.

Another important factor is taking sufficient time to make sure that the next top management really does understand the new approach.