Change is a fact of life. It is also a major factor in it. Increasingly so. Both the amount of change and the faster pace of change are widely acknowledged. No doubt you feel it yourself. Just imagine what somebody who died only 40-50 years ago would think if they were to come back today (as I sometimes do with my father.) And, in his book “Leading Change”, John Kotter claims that this is not going to slow down soon, but rather speed up! This makes the future daunting.
Change is supposed to make life easier. Unfortunately that isn’t always the case, especially initially. It takes time to familiarise yourself with, and adapt to, the new; let alone master it. So when change comes fast and furious, proficiency becomes elusive and mastery next to impossible. This is discouraging, demotivating and stressful. It is no wonder so many change initiatives are unsuccessful.
More frightening, however, is that the sheer volume of change makes it seem highly unlikely the proportion of successful change will improve. (The fact that this sad statistic hasn’t changed in decades, despite greater focus on change management, seems to support this prognosis.) Yet there is a way you can beat the odds. The answer is actually implied in “Leading Change,” but – ironically – has not been fully understood or applied.