It is mainly interpersonal factors that can be broken down as pain points for failed change. Find out in our use case how you can inspire your change projects with zweikern.
80% of all initiated changes fail. What is today already considered a tiredly ridiculed classic has nevertheless hardly improved in the past decades. The reason for failure is rarely the change idea itself. Instead, it is human factors and personal resistance that are behind the loss of entire change projects.
The task of change management is to prioritize, connect and set achievable milestones. Good change management also knows the motivations behind the change and can identify the needs in the organization and take them into account in the planning.
Another core area of change management is the constant monitoring of the process to identify obstacles at the right place (e.g., on-site with individual teams) and to be able to remove them. Such hurdles can be a lack of time resources or outdated processes, and much more. Therefore, good change management includes various tasks that build on each other, from preparation to introduction to implementation and evaluation.
In most change processes, content is at the forefront of management meetings. In these meetings, the human factor is usually described somewhat generically as "picking up the individual." There is hardly any focus on the concrete monitoring of internal resistance; market-based KPIs measure success.
As a result, the obstacles and concrete progress in the different areas of the company are hardly measured and recognized. Change management is poking around in the dark. Those obstacles that nevertheless come to light are usually strongly hardened conflicts. These are particularly difficult to straighten out with a brief intervention. Resistances that are easier to resolve are not recognized.
Another problem is the insufficient linkages between different changes. These are often implemented ad hoc for the individual and sometimes even contradict each other. Several such changes usually follow each other quickly, and the objective(s) overview is lost. The impression arises of being exposed to an arbitrary and diffuse compulsion to change, combined with a feeling of powerlessness.
That creates an ever-widening gap between the OE and the staff: The OE develops its concepts more and more for the management and away from the employees, who then no longer see themselves understood in the projects and increasingly distance themselves.
It is primarily interpersonal factors that can be broken down as pain points for failed change. Whether it is resistance on the employees, a lack of role models at the management level, or a lack of understanding for the objectives themselves, but it is precisely these issues that cause the rate of failure mentioned at the beginning. Therefore, ways and possibilities must be found to integrate these soft factors as a framework for sustainable change.
A change with two cores goes through various phases that contribute decisively to the success of the change. In the beginning, goals are defined, and potential obstacles are identified. These are recorded in the project plan and always kept in view during implementation. The planned process and thus the desired change is fully incorporated into an accompanying survey, which is implemented with the help of zweikern Analytics. The questionnaire is designed in such a way that the survey detects successes, resistance, and other problems. Sufficient anonymization means that no individual is pilloried and the assessment is thus answered more completely and informatively. Group-specific goals also become apparent in the survey and can be considered in further planning and implementation.
For the success of the survey and the entire change, the employees are actively sensitised beforehand. The specific effects of the change on the individual department or area are discussed. It becomes clear that the change does not have a uniform impact everywhere. At the same time, the reasons for the change are made transparent.
The pilot phase is conducive to the success or cost-saving in case of failure of a change concept: If a project fails here for whatever reason, the cost risk is significantly lower. Also, employees are not unnecessarily activated and thwarted again; their hopes and motivation are not disappointed if a change cannot be implemented already in the pilot. In any case, the major rollout is already based on the experience and results of the pilot phase.
With this approach, it is possible to increase the success rate of change processes. In the survey, employees are given an effective and anonymous mouthpiece to record their situation and make them responsible for discussing obstacles. They are integrated into the change process and have an indirect influence on the planning through their assessment. That increases the commitment to the change itself, and less resistance is to be expected.
Groups of people with a lack of information or a need for discussion are visited individually and accompanied explicitly in the process. That can take the form of facilitated discussions, more detailed information sharing, or adaptation of the process.
A crucial step in all groups is the involvement of the leaders as representatives of the change. If leaders uphold the goals of change in their teams and exemplify them themselves, this increases visibility and presence and authenticity and commitment.
zweikern inspires with its open and honest attitude, constructive and progressive ideas and professional expertise.
If the change is accompanied as described, there is an opportunity to identify and support change drivers and integrate them into the process better. This way, change management knows where it can find support and where it needs to offer more support, communication, and adaptation to accompany the change successfully.
At the same time, this approach leads to the change becoming more present and understandable and remains part of active communication. In this way, it is possible to bring change management closer to work and the employees again and take their needs into account.
For the organization, regular evaluation also reduces the cost risk and avoids unnecessary costs. Overall, the change process is thus managed consistently and either reaches completion or is adapted or discarded in time. That increases efficiency and, in any case, builds insights and knowledge.
Most change projects do not fail because of a lack of knowledge and theories. There are now too many experts in companies for that. They fail because of the lack of possibilities to put these theories into practice.
Good change management rounds off a change process and accompanies it from its inception to its transfer into everyday life. Four steps are crucial in this process:
Good planning and implementation in a pilot group can significantly optimize success and cost risk.