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The Harvard Business Review highlights a startling statistic: 70% of change initiatives don't succeed. This failure often stems not from the change itself, but from how it's implemented. Many organizations fail to adequately address the initial stages of Awareness and Desire in the Prosci ADKAR model, rushing instead towards the Knowledge, Ability, and Reinforcement stages. This oversight stems from a common confusion between 'Change', which is situational and objective, and 'Transition', which is a psychological process individuals undergo when adapting from an old state to a new one. Neglecting the behavioral aspect of transition early on and throughout the change process can derail initiatives, hinder success, and lead to disengagement among employees.
Typically, decisions about change are made by stakeholders based on objective evidence, logical reasoning, and business considerations focusing on people, productivity, and profit. Our method emphasizes this logic in our communication strategies, tailored to specific audiences, while dedicating more attention to the often-neglected and misunderstood transitional aspects of change.
To navigate change effectively, it's crucial for individuals to first recognize their own reactions to change, including any biases and behaviors that might undermine their intentions. Furthermore, understanding the predispositions of their team, including dynamics at the individual, group, and organizational levels, is essential. This understanding begins with an initial assessment at various levels to swiftly identify and address these predispositions.
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