Whether technology implementation, process improvement, or cultural transformation, implementing change is hard. It involves engaging the human dynamics of an organization; dynamics that are complex, social, and unique to each community. In their 2021 International Journal of Engineering Business Management research article, reviewing an array of change models, Abdelouahab Errida and Bouchra Lotfi, ascertain that using only one model may not provide a full description of the change management process… [that] several change models could be combined to best fit the particular situation of change or the circumstances of an organization. Angela Lee of Columbia Business School proposes that resistance to change is rooted in psychology and neuroscience which reveal that our individual brains are wired for laziness, limited capacity, and [simply] don’t like change. Though the psychology and neuroscience claims may be valid, if cynical, I advocate David Cooperrider’s observation that, People don’t resist change. They resist being changed.
Fundamentally, the human dynamics challenge seems rooted in the context of individual choice. The popular Prosci® model emphasizes and coaches around the individual need to desire change. I have, throughout my time engaging change, intuitively sought to leverage available value propositions to influence individual choice for change. Revealing genuine individual benefit can serve to counter the grief of loss that comes when change feels imposed. Even leaders must choose to willingly lead the way and model new behavior.
Given these human dynamics, development and change agents remain challenged to discern and affect the human factor of each particular environment seeking to make a change.
Nurture the Goose 