Why change programs fail
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 23 March 2010
Abstract
Purpose
Focuses on the reasons why the majority of improvement programs stall and fail.
Design/methodology/approach
Explains that many improvement programs could have been shown, before they were launched, to have a low probability of success, while others stall because of people's reactions to problems after the program has been launched. Describes six practical things that organizational leaders can do to reduce the risk of their improvement programs going wrong.
Findings
Highlights the importance of: setting high standards; leading by example; giving the right managers the power to implement the change; focusing on the results rather than the process; changing quickly; and choosing to begin with the areas that matter and teams who want to participate.
Practical implications
Urges the importance of being clear about what the objectives of change are, why they need to be achieved and by when.
Social implications
Reveals ways in which, through improving the performance of individual organizations, it may be possible to improve the functioning of society as a whole.
Originality/value
Shows that many of the issues that ultimately lead to the failure of organizational change can be predicted and even planned for.
Keywords
Citation
Eaton, M. (2010), "Why change programs fail", Human Resource Management International Digest, Vol. 18 No. 2, pp. 37-42. https://doi.org/10.1108/09670731011028492
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Company