John Kotter wrote the bible for change management in 1996,. He noted “the amount of significant, often traumatic change” in organizations had grown tremendously in the previous two decades and too many transformation efforts were producing disappointing results.
Even if you haven’t read Prof. Kotter, you and your organization have been following some or much of that script. And for the most part, it isn’t working. Two decades later, the amount of change seems to be escalating, and waste, anguish and failed change projects again remain common. McKinsey & Co.Story continues below advertisement
The assumption is that the vision and specific steps that leaders have conceived are brilliant and others will eagerly embrace them. But in fact, people can be bitter, think the ideas are wrong-headed, and want to deflect or destroy the initiative. In his research, he found, however, when resistance is anticipated and taken into account, transformations can be very successful. So expect resistance and build a plan to overcome it.
Instead, focus on mapping the terrain upon which the battle for change will be fought. Figure out who are the active and passive supporters of your change, who is neutral, and who is actively opposed. Mobilize the most enthusiastic supporters to start influencing the other groups to shift their opinions. “You probably won’t ever convince the active opposition, but you can isolate and neutralize them,” he says.
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