We have all heard reputed change management consultants and journals making claims such as:
“Burning platforms are very powerful drivers of strategic change”
“We know, for example, that 70 percent of change programs fail”
“people naturally resist change”
“creating organisational change is hard”
But what evidence is there to support these claims?
In this article we outline:
- Why these assumptions need to be challenged
- What assumptions we need to challenge
- How four axioms of change should form the foundation of a change management practice
Continue reading “How to Challenge Change Management Assumptions”
I would be interested in your comments and thoughts on the results…
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