Given the volatility, uncertainty, complexity and ambiguity of managing organisational change, how can we find a clear path to successful outcomes?
Arguably, the best path is the one shown by scientific research. People have been studying organisational change for over 70 years, and two important truths have emerged.
One important truth is this: what change managers do is very important. There are some tasks that must be done. And some approaches are more likely to work than others.
If you’re involved in managing change at any level, you need to know what these tasks are. You need to have them outlined in a logical, systematic way. And you should do them.
But another important truth as also emerged: what stakeholders have the psychological capacity and readiness to do is equally important. Change doesn’t succeed because managers do all the work. It succeeds because all stakeholders are ready and able to engage in the process and get it done.
The toolkit will help you to put both these truths into practice.