Why are organisations non-responsive to change?
The new 2003 Best Practices in Change Management report has 6 key findings: • The contributor to project success is strong, visible and effective sponsorship. • The top obstacle to successful change is employee resistance at all levels: front-line, middle managers and senior managers. • Employees want to hear messages about change from two people: the CEO or their immediate supervisor (and the messages are not the same). • When asked what they would do differently next time, most teams would begin their change management activities earlier in their next project, instead of viewing it as an add-on or afterthought. • The top reasons for employee resistance are a lack of awareness about the change, comfort with the ways things are and fear of the unknown. • Middle managers resist change because of fear of losing control and overload of current tasks and responsibilities. Quality Associates recommends Joy At Work to produce staff-proposed changes that will not only help alleviate the root
