Change Fatigue: Failures and Business Changes
Posted on April 26, 2014 by WGA Consulting, LLC
Organizational Change Fatigue
Organizational Change Fatigue has become a chronic problem facing companies in today’s world of constant, concurrent and often competing changes. To successfully deploy and adopt change, organizational change fatigue often represents the single greatest risk for an organization. However, companies can combat and overcome organizational change fatigue using WGA’s Sustainable Business Transformation 4Rs™ methodology.
Organizational Change Fatigue Defined
Organizational Change Fatigue is commonly defined as a general sense of apathy and/or passive resignation towards organizational change(s) by individuals and/or teams. Organizational change efforts are all too often unfocused, uninspired and unsuccessful. Research shows, 80+ percent of transformation efforts fail, often caused by change fatigue.
Constant and Concurrent Change
Most organizations are constantly undergoing some form of change, either locally, regionally or globally. As humans, we inherently need stability, order and predictability, essentially our need to maintain a sense of status quo. Organizational changes often directly challenge the status quo, creating resistance and conflict. When change is always occurring, individuals begin to become overwhelmed, their ability to adapt drained and their fears of losing control, doubt and uncertainty skyrocket. Individuals are unable to align their thoughts and actions because they are always changing. Organizations that plan and manage change, allowing for a clear beginning, end and transition period for each change are able to reduce fears and allow individuals to cope with each change.
Organizational Change Fatigue: Dos and Donts
◾Creating an environment to support the organizational change
◾Winning the hearts and minds of the organization to make the changes last
◾Fear, uncertainty and doubt about rumors and what it all means
◾Concurrent competing initiatives coupled with frequent priority changes
◾The accelerated pace, urgency and timeline
◾Early and frequent engagement by all levels of management
◾Personnel must commit significant portion of their time to improvement efforts
◾Gaining “buy-in” and commitment by internal customers and service partners to collaborate on changes and accept changes in responsibility
◾Morale will be impacted by the burden and degree of culture change
◾Direct tangible ROI on culture change may not be realized for 18 months
◾Day-to-day performance will be impacted before; during and after culture change efforts are completed
◾Additional resources to support backfill of operational duties may be required