Common Change Management Errors
The most common management errors are classified under 54 main headings
I) Thinking That Your Organisation And Its Products/Services Are Bullet-Proof
Ii) Unable To Handle The Unexpected/Uncertain/Highly Improbable/Unforeseen Consequences, Ie Chaos Is Part Of Life
Iii) Not Understanding Organisational Culture (Including Behaviour Of Complex Systems)
Iv) Not Understanding Situational And Contextual Settings
V) Structural Inertia And Related Organisational Matters
Vi) Lack Of Buy-In/Ownership Of The Change Agenda By Staff (Especially The Informal Leaders)
Vii) Not Understanding The Need For A Holistic And Multi-Disciplinary Approach (Including The Integration And Impact Of Psychology And Neuroscience)
Viii) Not Understanding The Importance Of Timing
Ix) Not Understanding The Balance Between Intuitive And Analytical Approaches
X) Focusing More On Symptoms Than Causes
Xi) Measurement Perceptions
Xii) Not Understanding The Importance Of Stories
Xiii) Not Reading Social Signals (Body Language) Correctly
Xiv) Lack Of
Xv) Inappropriate Treatment Of Change
Xvi) Poor Negotiating Skills
Xvii) Some Myths (6)
Xviii) Too Much Reliance On Technology
Xix) Inverted U Concept
Xx) Emotion, Not Knowledge, Is The Catalyst For Change
Xxi) Importance Of Luck
xxii) Collective stupidity (intelligent people agree to stupid decisions, ie their thinking is shackled)
xxiii) Need to understand that challenges have occurred to some modern psychological theories
xxiv) Need to understand the power of humour
xxv) Importance of grassroots support
xxvi) Need to understand social suite (machine behaviour)
xxvii) Need to understand what is behind "bullshit"
xxviii) Not understanding principles of consultation
xxix) Need to understand the concept of fragility (desire to maintain privileges and status quo)
xxx) Need to sell the why rather than the how and what of change
xxxi) Need to understand the 85: 15 rule ( process v people)
xxxii) Need to handle people's expectations
xxxiii) need to understand reverse causation
xxxiv) Not understanding change agility & resilience
xxxv) Be careful of chasing the latest fad
xxxvi) Need to be careful not living in the past
xxxvii) Not understanding Hegelian concept or "go-reverse" principle
xxxviii) not knowing when to quit
xxxix) not understanding the 5 psychological myths
xxxx) need to understand the concept 'more is more'
xxxxi) blame fest
xxxxii) data is historic
xxxxiii) need to understand the fear cycle
xxxxiv) need to develop more skills than just coping and dealing with change
xxxxv) need to be careful of patronising discourse of senior management
xxxxvi) understand dominance and alliance
xxxxxvii) living in the past
xxxxviii) need to do more than just measure, record, etc
xxxxix) need to calculate dollar values on intangibles/indirect/qualitative
xxxxx) need to understand the uniqueness of your organisation/division/unit
xxxxxi) need to ask the right questions, ie questions about causes and fewer about symptoms.
xxxxxii) not understanding the different expertise required
xxxxiii) routine
xxxxiv) not understanding concept of paradoxical change
