Change is a constant in business, yet many organizations need help implementing successful change initiatives. A study by McKinsey found that an astounding 70% of all change efforts fail. This high failure rate isn’t due to a lack of resources or knowledge; it’s often rooted in the mismanagement of the human side of change and the choice of staff to change themselves.
Research Insights on Change Failure
When organizations undertake a transformation to improve performance, research from McKinsey shows those efforts fail 70 percent of the time. These change efforts falter because they require more participation and co-creation from employees, address the company culture, and pay attention to the multifaceted nature of organizations. Change is about people. People need to invest in their growth so that the most well-laid plans can succeed.
The Self-Individual-Team-Organization (SITO) Approach to Change
I offer a holistic framework called SITO to overcome these challenges. The acronym SITO stands for Self, Individuals, Teams, and the Whole Organization.
For real transformation, you must address all aspects of SITO, and people must choose and take part in the change because it costs them less than it benefits them and the company.
- Self (S): Personal beliefs, values, and behaviors.
- Individuals (I): Relationships, partnerships, and dyadic interactions (i.e., accountability partnerships).
- Teams (T): Group dynamics, team culture, and collaboration.
- Organization (O): The company’s overarching culture, systems, and structures.
The philosophy behind SITO is that change doesn’t occur in a vacuum. Assessment of culture addresses the Team and Organization; however, it does not include changing the self and individuals – which is the heart of change. When people change behaviors and practices, the company changes. When individuals and accountability partners choose to change, the whole system changes.
Implementation Tools for the SITO Approach
1. Dialogue Groups: Engaging employees in meaningful conversations allows them to share their concerns, ideas, and feelings about the proposed changes. Dialogue groups create a sense of ownership.
2. Design Teams: These teams are responsible for creating the dialogue groups. They ensure these groups are diverse and representative, enabling a comprehensive understanding of change impacts.
3. Survey and Analytics Tools: Research-backed tools, like the Most Loved Workplace® platform, effectively measure employee feelings and feedback. Everyone can address critical issues once discrepancies in the ‘Love of Workplace Index’ are identified. Tracking these insights over time aligns with academic findings highlighting the positive impact of teamwork and mutual accountability in enhancing workplace dynamics (Bakker & Demerouti, 2008).
Reference: “Bakker & Demerouti, 2008” refers to the Job Demands-Resources model, a well-regarded academic model that discusses how job demands and job resources influence burnout and engagement. The model underscores the importance of understanding and acting upon employee feedback to foster engagement and satisfaction.
5. Accountability Partnerships: Change is more likely to succeed when individuals hold each other accountable for the changes. These partnerships encourage responsibility and ensure that everyone is on the same page.
6. Behavioral Change: To truly embed change, all levels must evolve. Various practices around behavioral change involve training, coaching, or other forms of development.
Assessing and Implementing Change
Understanding the present is crucial before initiating change. For the Teams and Organization levels, culture surveys can be invaluable. The Love of Workplace Index™ is the one tool that offers insights into the current organizational health and areas of improvement for employees to love their workplace and perform more, better and stay longer.
For the Self and Individuals dimensions, assessments delve deeper into personal beliefs, behaviors, and dyadic interactions.
Self: Personal Beliefs and behaviors (self-change)
Individuals: Dydatic/Accountability partnership interactions (between two individuals)
Once there’s a clear understanding of where the organization stands (particularly at the Team and Organization levels), the focus can shift to the personal level. The company must collaborate to identify the necessary shifts at the Self and Individual levels.
Co-creation as a team ensures that change is not just top-down but also bottom-up, enhancing the chances of success.
Overcoming the Change Paradox
The real crux of why change efforts often fail is that people need to be adequately involved in the process. Organizations can ensure holistic, inclusive, and sustainable change by adopting the SITO approach and its tools. When employees feel heard, understood, and integral to the change process, resistance wanes, and transformation becomes a shared journey, significantly increasing the chances of success.
In conclusion, the traditional approach to change management needs an overhaul. With the insights from McKinsey and the tools offered by the SITO approach, companies have a blueprint to navigate the tumultuous waters of organizational change. By recognizing and addressing the multifaceted nature of change, organizations can defy the odds and join the 30% of companies that successfully evolve.
