Deciper the unofficial rules that obstruct change
Many "unofficial rules" govern the way companies operate. What is the impact of these rules? How to integrate this impact when implementing a change project?
– Why do change programs fail?
When executives implement change management operations, they often modify only the organization. Rarely do they try and build a new coherent ensemble. Even more rare are those that make any consequential changes. Indeed, too few executives take into account the company’s unwritten rules that dictate employee behavior. When opposing unwritten rules, one is often unwittingly attacking a long-established order.
– What process should be used to overcome resistance to change?
To overcome resistance to change, a detailed analysis must be carried out, which consists of studying the unwritten rules of the company. To do so, it is necessary to identify employee aspirations (motivators), the people that play a key role in the realization of these aspirations (enablers) and the indicators that they believe determine their evolution (triggers). The solutions proposed must be compatible with the unwritten rules or aim to deliberately break them.
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