Every Change initiative, in every organisation, regardless of scope, has something in common. A desire to improve something.
It doesn't matter if we're installing a new inventory control system; implementing a new quality control process; or relocating an office. At the core, these are fundamentally the same tasks – we're all trying to make something better. With this almost banal observation under our belt, it’s almost inevitable that we'll come to this conclusion: ‘Change’ is driven by a desire to make things better.
How accurate is this statement? If true, then it would seem that if we can demonstrate that a Change is beneficial – then it would be self-driven. We *know* this isn't true, we have too many failed Organizational Change projects that directly contradict the notion that ‘Better Drives Change’. Yet it’s a difficult contradiction to factor into our Change strategies. Not only do we know that ‘better drives change’ we know this at a personal level – every Change we’ve personally embraced was because we wanted to improve something for ourselves.
This session will explore this conundrum accurately posed by Gabriel Tarde more than 100 years ago, “We need to determine why, if 100 innovations are conceived simultaneously, ten will spread while ninety will be forgotten.” 1903 – The Laws of Imitation.
Using examples from both Project Management experiences and history – we’ll try figure out the key reasons Change fails, and more importantly, Change succeeds.