How much change is ‘too much’?

By |2019-03-21T16:17:29+11:00March 28th, 2019|Categories: Change Fitness, Managing Change|

In this article we examine the perceptions people have of how much change occurs in a workplace, and how those perceptions affect behaviours.

In a 2017 article in the British Journal of Management*, Rafferty and Jimmieson comment on this issue. Let’s examine what they say.

A subjective matter

How much is too much? How much is just right? How much is not much? How you answer questions like these would vary from person to person.

It’s similar when we talk about organisational […]

Change fatigue – the hidden killer

By |2019-03-30T10:52:30+11:00March 28th, 2019|Categories: Change Fitness, Managing Change, Resistance|

Managers are often aware when employees resist change. Resistance is usually a visible thing – people complain, tell negative stories, or get annoyed.

But change fatigue is hidden and managers often fail to recognise it. According to McMillan & Perron (2013), “staff experiencing change fatigue simply shut off and become withdrawn, taking no steps to address issues relating to change initiatives.”

Contributing factors

Here are some factors that contribute to change fatigue:

  • Perceived lack of control – employees feel they have no […]

Recognising The Demands of the Change Process

By |2019-03-25T13:58:27+11:00March 21st, 2019|Categories: Change Fitness, Leadership, Managing Change|

This article examines why people find change difficult and how managers and leaders can help employees find success.

We all know change is, at times, demanding. It takes us outside our comfort zone and challenge us at every level.

In a 2017 article in the British Journal of Management*, Rafferty and Jimmieson explore three demands that cause people to struggle. Let’s look at them.

Disturbance

The authors write, “any modification to habitual patterns is disturbing, as functioning in repetitive ways helps individuals to […]