Why does change fail?
With change failure rates hovering around 50% (according to the most recent surveys from McKinsey and IBM), we must wonder why. In The Science of Successful Organizational Change, I try to challenge some of the orthodox beliefs about change – for example, that metaphors such as “freezing” and “unfreezing” are apt, that burning platforms are a useful metaphor, and that resistance to change follows the “grief model” of denial, anger, bargaining, depression, acceptance.
Table of top-20 change management myths
Here is the table from the introduction. This is this model’s first airing – I’ve shared none of this content, so would love a robust challenge from change experts and business people of all stripes. (It is not too late to tell me that I am full of baloney.)
The Science of Organizational Change, published by the FT Press (Pearson), is available from www.paulgibbons.net and Amazon.