Avoid the Absurd Pretence of Organisational Change Management
The protagonists face associated risks and unintended consequences stemming from the primary causes of this charade. Senior leaders pay lip service to change, delivering hollow speeches about new initiatives that ultimately yield little impact. Some take a dilettante approach, offering simplistic solutions that seem motivating to change-receptive employees. This underestimation of the effort and dedication required from an exceptional team highlights the need for broad collaboration among stakeholders. Effective, proactive change leadership and sponsorship are essential. The absurdity of this pretense underscores the urgent call for genuine leadership in change to break the cycle of futile change management.
Protagonist #1: Senior Leadership Team
Protagonist #2: Change Sponsor
Protagonist #3: Change Team
Protagonist #4: Change Team
Protagonist #5: Recruitment and Selection
Protagonist #6: Methodologies and Trainers
Protagonist #7: Professionals
Protagonist #8: Change Leadership Coaches
Protagonist #9: Professional Bodies
Protagonist #10: Changer Author
Protagonist #11: Universities
Protagonist #12: Changer Speaker
Change Management Charade®: The charade happens when senior leadership, the change team, and others are involved in an absurd pretence intended to create a pleasant and respectable appearance of organisational change implementation. The leaders continue to focus on normal day-to-day operations, devoid of change leadership responsibilities, and are permitted to do so by the change team or consultants, who delude themselves that they can implement successful change while the leaders control critical resources, decision-making bodies and agenda time. The situation becomes an absurd charade, with twelve protagonists playing their part, but true commitment to change remains lacking. The appearance of busy progress is maintained, even though genuine change or transformation is elusive.
Leadership of Change® Volume 8 Leadership of Change® Volume 8 outlines the consequences of failed organisational change, which are direct and undeniable, affecting not only organisations but society as a whole. The book explores the twelve key protagonists involved in the pretence of change implementation. The author explores the primary causes of this charade, along with the associated risks and unintended consequences faced by each protagonist. Senior leaders merely pay lip service to change, delivering hollow speeches about new initiatives that ultimately yield little impact. Others may have a dilettante approach and offer simplistic solutions that sound motivating when working with change receptive employees. Their approach to change underestimates the significant effort and dedication needed from an exceptional team; it requires broad collaboration among stakeholders and must be driven by effective, proactive change leadership and sponsorship. This volume exposes the absurdity of this pretence and calls for a genuine leadership of change revolution to break the cycle of futile change management.
The Consequences of Failed Organisational Change Are Direct and Undeniable:
The consequences of failed organisational change are direct and undeniable affecting not only organisations but society as a whole. Change is an accelerating force, and now more than ever, we need leadership of change excellence. Unfortunately, we are far from excellent. The charade begins when the senior leadership team prioritises current normal day-to-day operations and delegates the future of the organisation to an ill-equipped change team. Senior leaders often pay mere lip service to change initiatives, delivering hollow speeches about shiny new projects that ultimately go nowhere. Twelve key protagonists contribute to this charade, perpetuating the absurd pretence of effective organisational change implementation. This book exposes the absurdity of this pretence and calls for a genuine leadership of change revolution to break the cycle of futile change management. About the protagonists:
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Peter consults, speaks, and writes on the Leadership of Change®.
He works exclusively with boards, CEOs, and senior leadership teams to prepare and align them to effectively and proactively lead their organisations through change and transformation.
For insights on navigating organisational change, feel free to reach out at Peter.gallagher@a2B.consulting or schedule a free consultation
Peter F. Gallagher is a leadership guru, change management global thought leader, organisational change authority, international corporate conference speaker, 13X author, and C-level change leadership.
Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).
Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (2024-2023-2022-2021-2020) by Thinkers360.
Listed #15 in the “Top 30” for Global Gurus Leadership (2024) by Global Gurus.
Ranked #1 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Business Strategy (2022) by Thinkers360.
Ranked #6 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Leadership (April 2024) by Thinkers360.
Business Book Ranking
Change Management Behaviour - Leadership of Change® Volume 6, listed among the 50 Books from Thinkers360 Thought Leaders to read in 2022.
Change Management Adoption - Leadership of Change® Volume 5, listed among year-to-date’s (Jul 2021) most popular books on business and technology from Thinkers360 member thought leaders.
Change Management Handbook - Leadership of Change® Volume 3, listed among the 50 Business and Technology Books from Thinkers360 Thought Leaders to read in 2021.
Change Management Pocket Guide - Leadership of Change® Volume 2, ranked within the top 50 Business and Technology Books (Jan 2020) from Thinkers360 Thought Leaders.
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