Change cannot be managed. The more you try to control it, the more it grinds to a halt. Change is influenced by everyone and controlled by no one. Most organizational change happens despite formal change management—not because of it. The traditional approach to change management is fundamentally flawed.
The Flaws Of Traditional Change Management
Most change management processes fail because they operate under a false assumption: that change should be smooth, structured, and managed from the top down. This belief leads organizations to implement rigid interventions—workshops, policies, training sessions—assuming these will directly cause transformation. But reality tells a different story.
The Data Doesn’t Lie: 70-80% of planned change projects fail. Yet, organizations continue to rely on the same outdated methods. Why?
Due to Monocentric Approaches to change management:
Change is seen as something driven by a central authority (managers, executives).
Employees are labelled as “resistant” and treated as obstacles that need to be overcome.
Change projects assume a linear progression: Plan → Execute → Success.
The belief persists that if leaders just communicate clearly and follow the steps, people will automatically comply.
The problem? People have their own perspectives, motivations, and agency. Change doesn’t succeed just because managers will it into existence.
The Reality Of Organizational Change
Managers don’t have full control over what happens in an organization. What truly drives change isn’t the PowerPoint presentations or executive speeches—it’s the conversations happening in hallways, lunchrooms, and Slack channels.
Key Truths About Change:
Change is not a structured process; it is a power dynamic.
Employees constantly adapt, not because they are told to, but because they make sense of their reality in their own ways.
The more organizations try to force change, the more they disconnect from reality.
Treating change like a marketing campaign (launch date, slogans, scripted messages) alienates employees rather than engages them.
Embrace The Polycentric View
Instead of forcing change from the top, successful organizations recognize that change happens organically from many sources. Employees are always adapting, innovating, and influencing one another. The key is to work with this natural flow rather than against it.
HOW TO INFLUENCE OFFSTAGE BEHAVIORS (A LESSON FROM MY WORKSHOP: EMPLOYEE ENGAGEMENT IN TIMES OF CHANGE)
Most organizations focus on the wrong people. Here’s a breakdown of how employees typically respond to change:
· 20% are change agents—they actively push for transformation.
· 50% are on the fence—they can be influenced in either direction.
· 30% are resisters—they actively push back against change.
Most organizations make a fatal mistake: they focus on the resisters because they’re the loudest. This is a waste of energy. Instead, successful change happens by empowering the change agents and mobilizing the fence-sitters.
A More Effective Approach:
Identify and leverage change agents. These employees naturally advocate for change. Give them platforms to spread their message.
Influence the fence-sitters. They are undecided but can be swayed if they see their peers embracing change.
Let resisters fall in line. Once change agents and fence-sitters shift the organizational norm, resisters will either adapt or become irrelevant.
The Bottom Line
Change isn’t something that can be dictated. It happens through influence, social dynamics, and ongoing adaptation. Organizations that embrace complexity and empower their employees will see true transformation. Those that cling to rigid, top-down models will continue to fail.
The question isn’t “How can we manage change?” It’s “How can we create the conditions where change thrives?”
Got questions? I would love to have a chat with you! Book a free 30-minute call with me.
I look forward to hearing from you.
