Over time. "Change Management" has become a label, like "Quality" and "Innovation". The labels make the subject safe. People design a process, and make it something that can be done to people and organisations. I suggest that is a potentially lethal approach.
We have three reactions to change. the first is denial - the idea that this is an anomaly, and that things will get back to normal. The second is neutralisation - finding a way to cope with it. The third, is transformation.What initiates transformational change is understanding - a deep, meaningful, relationship with what is happening in our individual and business world.
And what triggers understanding is engagement - curiosity and a motivation to explore what is happening and the confidence - and courage - to face it head on.
There are three triggers - a mindset that embraces change, the confidence to start without knowing quite where it will finish, and the motivation to do it.
In every organisation the most critical path is that…