Behavioural Change = Organisational Change
In our experience, organisational change programs are typically not set up for success as there is:
- Lack of shared intent, vision and/or rationale for the change
- Inattention on the people who are required to, or are impacted by, change
- Insufficient time allowed to embed genuine behavioural change
This tends to result in:
- Insufficient resources allocated so the change program misses critical milestones
- Key stakeholders do not buy into the journey and become confused and unproductive; valued employees become disengaged and/or leave
- Progress made through initial change efforts are quickly lost as people regress back to the “old ways” without changing habits.
Our Model for Behavioural Change
Intention + Action – Landing = Regression; there appear to be early wins in bringing people along for the journey, but these will quickly revert back to those all too familiar yet unproductive/inefficient ways of doing things
Intention + Landing – Action = Stagnation; people will hear the message about the need to change over and over, but will not know how to change and/or are not supported to modify their behaviours
Action + Landing – Intention = Confusion; people will have all the tools and ongoing support needed to change their behaviour, but without a clear vision they will diverge in different directions all chasing their own version of the goals.
Intention followed by Action supported by Landing gives any change program the best chance of sustained success.
Our approach includes the following activities to help safeguard against change failure and associated costs
Sustaining Behavioural Change
Sustained behavioural change is required for the success of any organisational change; it needs individuals and teams to engage with a new way of thinking and working and requires different habits to be embedded on an ongoing basis for a new culture to prevail.
Our approach recommends:
Sustaining Behavioural Change
