Does 70% of change fail? If so, so what?

Does 70% of change fail? If so, so what?

What do we know about organisational change ? We know that most change is step based, underpinned by Kurt Lewin's unfreeze-change-refreeze model. We know that it causes a lot of psychological and emotional stress for those experiencing it. And, according to HBR, 70% of it fails. 

But is that all true? 

Recently, we've discovered that Lewin's foundational step-based change model doesn't exist. He didn't design a model. He didn't even write unfreeze-change-refreeze. He just speculated, in a tiny minor subsection, that you might think of change like this. It was made "real" by one person telling us that's what Lewin thought ten years after Lewin's death. And then many other people assuming he wrote it (of which I was once guilty).

So, no surprise that 70% of change fails, huh? If the model sucks, then change will suck. But does it?

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Sarcastic Employees & Cynical Managers | Is This Your Life?

Sarcastic Employees & Cynical Managers | Is This Your Life?

Just before Christmas, I was contacted by an academic in Austria who had seen me present in Vienna on irony and ambivalence in organisations. She was coming to Australia and wanted to chat to me about her recently published paper on "anti-essentialist" management, which had further piqued her interest in irony. Her research findings are excellent, need to be read by senior managers and almost certainly never will be. Here's what she wrote about and why it won't mean a damn!

Employee Sarcasm and Management Cynicism

Before reading on, the following Dilbert cartoon will perhaps help anticipate the content.

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