Common Change Management Errors

The most common management errors are classified in around 60 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


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