Part 5: Understanding why change fails

Sometimes a failure to change is deep-rooted and systemic in nature. Understanding and addressing bias, fears, and common thought traps (often held unconsciously) is key to moving forward.

The fifth part of the book focuses on the diverse reasons why even a genuine intent to change may fail to translate into practical outcomes. Organisations often suffer from complex social and cultural patterns that can deeply inhibit change, up to and including the ability to discuss that a blocker even exists in the first place.

These diagnostic tools can help by giving these problems a name and by making the undiscussable, discussable.

Part 5 will include descriptions and implementation guides for four tools:

17. Model I/Model II diagnostic

This diagnostic tool supports assessment of whether your organisation is currently adopting Model I or Model II thinking, as described in the essential work of Chris Argyris. Organisations unable to utilise Model II thinking will struggle to have honest discussions on change and improvements, due to the self-sealing trap where the existence of an undiscussable topic becomes undiscussable (for example, many people will feel unable to tell a bad boss that they are the problem).

18. Psychological and psychosocial staff profiles

Staff can be demotivated and motivated by a wide range of factors, many of which are highly personal to them. A holistic analysis of your staff perceptions of psychological and psychosocial safety can be used to develop a profile of important “hygiene factors” which, if absent, will boost staff dissatisfaction and turnover, and motivational factors that will enable and encourage your staff to perform at their peak level.

19. Psychological distance assessment

Psychological distance is a framework for evaluating perceived closeness to a person or event, which can affect staff behaviours and decision-making due to value discounting, stereotyping, risk taking, and power dynamics. By recognising, evaluating, and strategically managing psychological distance among staff, organisational leaders can more effectively bridge the gap between aspiration and action.

20. Adaptive cycle diagnostic

Substantial research by Walker, Holling, Paperin, and others has indicated that organisations naturally progress through cycles of development and renewal, often in a nested structure dubbed a panarchy by Holling. Knowing which phase of the adaptive cycle your team or organisation is currently in can be used to assist discussion of supportive and maladaptive behaviours.