Thirteen years ago, I published an article in the Journal of Quality and Participation dealing with the underlying reasons for failed or stalled change efforts. About every two years, I find myself revisiting the article to check for its continued relevancy. The article hardly rocks, but it’s still relevant, and only in need of minor updating. I’d probably add these additional reasons why improvement efforts frequently fail:
Lack of resources. This is becoming a more significant issue in organizations. Consultants report to me that they find their clients increasingly short on time, money and energy;
Change fatigue. Some organizations do not provide folks with enough time to fully digest a change effort —- and then all of a sudden, a new one appears. Some employees are becoming “change drunk,” the organizational version of the “punch drunk” boxer;
Organizational arteriosclerosis – Some organizations have “hardening of the arteries,” and are led by individuals too arrogant to believe that they need to change – or that the organization needs to change. This is especially true in younger companies that were highly successful in their infancy.
What other reasons come to mind for you?