Learn how to Cultivate Change at Work
Why Organisational Change Rarely Delivers Expected Value
Do you want to make lasting organisational change... but you know that change rarely delivers its expected value?
Most change falls short because organisations use zombie ideas and recipes that have been failing for thirty years. Ideas whose assumptions have been proven to be false but keep on coming back from the dead, often through training courses and consultancies trading on old ideas.
The problem with the most commonly touted ideas is that they treat the world of work as if it is a predictable machine. Those ideas and recipes assume that the same inputs will produce the same outputs, time after time. If your organisation's approach to change comprises a sequential set of steps, with words like "buy-in" and a wavy dimensionless graph showing "the stages of change" then you're in zombie territory.
The world of work isn't at all like a machine. So it's no wonder that those popular approaches continue to fail. The pandemic has shown all too clearly that the world of work is not like a machine, it's an ecosystem, characterised by:
Limits of Control
So, if you want to make an organisational change, you are more likely to succeed if you approach your change as a gardener not a mechanic.
There is Another Way
In my new book Gardeners Not Mechanics: How to Cultivate Change at Work I describe:
Why popular "change management" recipes have failed to deliver the sustainable value.
The three key characteristics of ecosystems:unpredictability, interdependence, limits of control..
A framework for thinking like a gardeners, entitled The Elements of Gardening.