{"id":326,"date":"2024-05-28T10:17:07","date_gmt":"2024-05-28T10:17:07","guid":{"rendered":"https:\/\/vidwaan.simapt.com\/cxo-blog\/?p=326"},"modified":"2024-05-28T10:17:07","modified_gmt":"2024-05-28T10:17:07","slug":"fallacies-of-change-management","status":"publish","type":"post","link":"https:\/\/vidwaan.simapt.com\/cxo-blog\/fallacies-of-change-management\/","title":{"rendered":"Fallacies of Change Management"},"content":{"rendered":"\n<div class=\"wp-block-group is-nowrap is-layout-flex wp-container-core-group-is-layout-1 wp-block-group-is-layout-flex\">\n<p>Author: <a href=\"https:\/\/www.linkedin.com\/in\/sunil-thekkepat-4716547\/\">Sunil Thekkepat<\/a><gwmw style=\"display:none;\"><\/gwmw><\/p>\n\n\n\n<ul class=\"wp-block-social-links is-layout-flex wp-block-social-links-is-layout-flex\"><li class=\"wp-social-link wp-social-link-linkedin  wp-block-social-link\"><a href=\"https:\/\/www.linkedin.com\/in\/sunil-thekkepat-4716547\/\" class=\"wp-block-social-link-anchor\"><svg width=\"24\" height=\"24\" viewBox=\"0 0 24 24\" version=\"1.1\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\"><path d=\"M19.7,3H4.3C3.582,3,3,3.582,3,4.3v15.4C3,20.418,3.582,21,4.3,21h15.4c0.718,0,1.3-0.582,1.3-1.3V4.3 C21,3.582,20.418,3,19.7,3z M8.339,18.338H5.667v-8.59h2.672V18.338z M7.004,8.574c-0.857,0-1.549-0.694-1.549-1.548 c0-0.855,0.691-1.548,1.549-1.548c0.854,0,1.547,0.694,1.547,1.548C8.551,7.881,7.858,8.574,7.004,8.574z M18.339,18.338h-2.669 v-4.177c0-0.996-0.017-2.278-1.387-2.278c-1.389,0-1.601,1.086-1.601,2.206v4.249h-2.667v-8.59h2.559v1.174h0.037 c0.356-0.675,1.227-1.387,2.526-1.387c2.703,0,3.203,1.779,3.203,4.092V18.338z\"><\/path><\/svg><span class=\"wp-block-social-link-label screen-reader-text\">LinkedIn<\/span><\/a><\/li><\/ul>\n<\/div>\n\n\n<div class=\"wp-block-post-date\"><time datetime=\"2024-05-28T10:17:07+00:00\"><a href=\"https:\/\/vidwaan.simapt.com\/cxo-blog\/fallacies-of-change-management\/\">May 28, 2024<\/a><\/time><\/div>\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-full\"><img loading=\"lazy\" decoding=\"async\" width=\"561\" height=\"321\" src=\"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-content\/uploads\/2024\/05\/Picture1.jpg\" alt=\"\" class=\"wp-image-329\" srcset=\"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-content\/uploads\/2024\/05\/Picture1.jpg 561w, https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-content\/uploads\/2024\/05\/Picture1-300x172.jpg 300w\" sizes=\"(max-width: 561px) 100vw, 561px\" \/><\/figure><\/div>\n\n\n<p>How often have you heard or read about \u2018Change Management\u2019? And how often have you heard about the clich\u00e9d but the true phrase \u201c<strong><em>Change is the only constant<\/em><\/strong>\u201d? There would be hundreds and thousands of books and articles on Change Management<\/p>\n\n\n\n<p>Yet, I\u2019m taking a punt to write on the same, for the simple reason that this seems to be the underlying theme in many businesses today. While you could deny and choose to ignore at your own peril, but the smartness lies in accepting this arduous fact of life. However, while a lot has been written and said about what to do in Change Management, I would like to dwell on some of the fallacies in Change management and hence <strong><em>what you should avoid<\/em><\/strong>. Here are 7 of them<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Denial<\/u><\/strong><\/h2>\n\n\n\n<p>This is clearly the first trap that most step on, where they deny that the change is not meant for them. As Andy Grove, the former head of Intel stated in his book \u2013 \u201cOnly the Paranoid survive\u201d! Hence, even if it\u2019s not meant to be for you, it\u2019s always prudent to be prepared. We have umpteen examples in the world of business history, were denial costed them. The classic ones being Nokia, Blackberry, Kodak etc. or the recent example of America, which refused to believe that Covid 19 is not more than just a normal flu.<gwmw style=\"display:none;\"><\/gwmw><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Making it a fad<\/u><\/strong><\/h2>\n\n\n\n<p>This is the other extreme that many blindly follow, simply because making a Change seems fashionable. The age old saying \u2013 \u2018don\u2019t mend something that isn\u2019t broken\u2019 certainly works in corporate world too. While Change Management is largely instigated by the external environment, it more often than not is also intrinsically driven. The need &amp; timing of bringing about the change in the business is very critical. An ill-timed change can be detrimental.<gwmw style=\"display:none;\"><\/gwmw><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>The Perfect Plan<\/u><\/strong><\/h2>\n\n\n\n<p>While dealing with Change, truly \u2018perfection becomes the enemy of the good\u2019! In a world which is becoming hard lined VUCA (<strong>V<\/strong>olatile-<strong>U<\/strong>ncertain-<strong>C<\/strong>omplex-<strong>A<\/strong>mbiguous), there can never be a perfect plan. In the pursuit of the perfect plan, We need to embrace uncertainty and the plan needs to evolve at every stage. Perhaps that would make it a \u201cperfect\u201d plan<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Shutting doors<\/u><\/strong><\/h2>\n\n\n\n<p>This is another common mistake that organization &amp; leaders do when managing change. Anything that\u2019s built bottoms-up will remain solid. Hence, the doors should always remain open to feedback from across teams, functions and particularly from those who are close to the action. The mantra to begin with should be the presumption that no one has the complete answer. This would help you be better prepared to seek feedback<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Sticking to the Plan<\/u><\/strong><\/h2>\n\n\n\n<p>Yes, you read it right &#8211; sticking to the plan could be another pitfall and hence avoided. When dealing with change management, sticking to the goal or outcome is more relevant and important rather than the plan. Therefore during the course, if the plan needs to be changed numerous times, go ahead as long as the outcome is clearly fixed and locked. Being stubborn on the plan will do you more harm than good<gwmw style=\"display:none;\"><\/gwmw><\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Making it Personal<\/u><\/strong><gwmw style=\"display:none;\"><\/gwmw><\/h2>\n\n\n\n<p>Very often, you see Managers and Leaders taking Change Management as their personal mission. Sometimes, as mentioned earlier (Making it a fad) this could be driven purely for vested interest, to gain personal mileage but risking much more in the bargain. While taking ownership does display a lot of passion in driving Change Management, but making it personal often blinds &amp; binds you to manoeuvre the plan when required. It also discourages feedback from other quarters, because it\u2019s MINE! So don\u2019t make it personal unless the change is a personal one!<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong><u>Rationing Appreciation and Recognition<\/u><\/strong><\/h2>\n\n\n\n<p>If there\u2019s one thing that you should overshoot in your budget, it is appreciation for the team. Do remember that dealing with change is a stressful situation for all involved. Hence, when teams and individuals who have done well (albeit small wins), do ensure they are immediately recognized and appreciated. Most of them make the big mistake of withholding all the appreciations till the D-day. Change Management is a journey, hence along the way celebrate!<gwmw style=\"display:none;\"><\/gwmw><\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n<div class='watch-action'><div class='watch-position align-left'><div class='action-like'><a class='lbg-style1 like-326 jlk' href='javascript:void(0)' data-task='like' data-post_id='326' data-nonce='e0abe6ebb9' rel='nofollow'><img class='wti-pixel' src='https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-content\/plugins\/wti-like-post\/images\/pixel.gif' title='Like' \/><span class='lc-326 lc'>0<\/span><\/a><\/div><div class='action-unlike'><a class='unlbg-style1 unlike-326 jlk' href='javascript:void(0)' data-task='unlike' data-post_id='326' data-nonce='e0abe6ebb9' rel='nofollow'><img class='wti-pixel' src='https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-content\/plugins\/wti-like-post\/images\/pixel.gif' title='Unlike' \/><span class='unlc-326 unlc'>0<\/span><\/a><\/div> <\/div> <div class='status-326 status align-left'><\/div><\/div><div class='wti-clear'><\/div>","protected":false},"excerpt":{"rendered":"<p>How often have you heard or read about \u2018Change Management\u2019? And how often have you heard about the clich\u00e9d but the true phrase \u201cChange is the only constant\u201d? There would be hundreds and thousands of books and articles on Change Management<\/p>\n<p>Yet, I\u2019m taking a punt to write on the same, for the simple reason that this seems to be the underlying theme in many businesses today. While you could deny and choose to ignore at your own peril, but the smartness lies in accepting this arduous fact of life. However, while a lot has been written and said about what to do in Change Management, I would like to dwell on some of the fallacies in Change management and hence what you should avoid. Here are 7 of them<\/p>\n","protected":false},"author":4,"featured_media":330,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1,43],"tags":[45,38,10,11,12],"_links":{"self":[{"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/posts\/326"}],"collection":[{"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/comments?post=326"}],"version-history":[{"count":1,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/posts\/326\/revisions"}],"predecessor-version":[{"id":331,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/posts\/326\/revisions\/331"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/media\/330"}],"wp:attachment":[{"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/media?parent=326"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/categories?post=326"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/vidwaan.simapt.com\/cxo-blog\/wp-json\/wp\/v2\/tags?post=326"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}