Ep 2: Why Is Change Hard

Welcome to the Harmonious Workplaces podcast, where consultants Rich Cruz and Ben Kleinman blend theory and practice to explore corporate culture, organizational change management, and workplace behavior. In their second episode, “Why Is Change Hard,” Rich and Ben tackle a universal challenge: understanding why change feels so difficult, even when its necessity is clear. While it can often feel like “pulling teeth,” the overarching message is that change doesn’t have to be hard, as humans are inherently wired for adaptability despite our inclination for safety.

Understanding the Stages of Transition: Bridges’ Model

To help listeners understand the complexities of change, Rich introduces a model by Bridges, developed in 2017 and detailed in his book Managing Transitions and Making the Most of Change. This model describes three distinct stages of transition, providing a framework for navigating the emotional and practical aspects of change. Visually, the model depicts an upward trajectory from a starting point to a “happy place” at the end, moving through different “zones”.

1. Ending, Losing, Letting Go (The Green Zone): This is the initial stage of the change process, representing the ending of the status quo. A significant source of resistance to change often arises here because people are reluctant to let go of what is, even if the current situation is not ideal. People can fight “tooth and nail” to maintain a difficult status quo, highlighting a paradoxical human nature. This phase is often characterized by strong emotions, as some individuals are eager for change, while others are strongly opposed.
2. Neutral Zone (The Gray Zone): Following the “ending” stage, individuals enter this period of uncertainty. The gray color of this zone aptly describes the muddiness and lack of clear vision that can lead to feelings of regret and anxiety, making people wonder if they can revert to the old ways. This is often where the change process feels most challenging, particularly if individuals lack a “super crisp vision” of the future or if they feel dragged along without involvement in crafting that vision. This zone demands strong communication skills from leaders, who must be prepared to answer questions or negotiate with those who have the answers.
3. New Beginning (The Yellow Zone): This final stage represents the “happy place” where the positive outcomes of the change become visible, akin to seeing “the light at the end of the tunnel” or a “yellow brick road” leading to “sunshine and roses”.

Debunking the 70% Change Failure Myth

Rich and Ben also discuss a widely circulated statistic that 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. They reveal that this number is “essentially made up”. It originated from an “unscientific estimate” in a 1993 book, Re-engineering The Corporation, by Michael Hammer and James Champy, who suggested that “as many as 50% to 70% of the organizations that undertake a re-engineering effort do not achieve the dramatic results they intended”. This rough estimate became “received wisdom,” often quoted as a fixed 70%. While the exact figure is inaccurate, they acknowledge that even a lower failure rate, such as 17-18%, still signifies a substantial opportunity to improve change efforts, especially given the millions of dollars invested in such initiatives. Rich jokingly adds that “42.1% of stats are made up as it is”.

Key Reasons Change Is Hard (and How to Make It Easier)

The podcast highlights several factors that contribute to the difficulty of change and offers strategies to mitigate these challenges:

• Comfort with the Status Quo: People are inherently comfortable with what they know, even if it’s not perfect. Overcoming this requires creating a sense of urgency.
• Lack of Shared Vision: Without a “super crisp compelling vision” of why change is necessary, people struggle to buy in. Ambiguity in the vision can make it difficult for people to get on board. Clear, concise messaging about what is changing, why, and how it is a good thing is crucial.
• Absence of Ownership and Agency: People are often reluctant to let go of the old if they haven’t participated in shaping the new. As Rich notes, “people support a world that they help create”. When employees are involved in decision-making and shaping change processes, they exhibit greater engagement and organizational commitment.
• Leadership Approach: Leaders who fail to effectively sell the vision, understand nuances, or provide “air time” for concerns contribute to resistance.
  • Focus on the Positive: Framing change through positive psychology and goal setting is more effective than using coercive, negative repercussions (e.g., threats of job loss or business failure). Negative framing can lead to employees updating their resumes and disengaging, while demonstrating benefits and leveraging internal influencers can facilitate greater buy-in.
  • Build Trust: Trust is “super critical” in the change process. Transactional leadership (focusing on rewards/punishments) is less effective than transformational leadership, which inspires and motivates.
  • Active Listening: Leaders must listen to their people to give individual contributors a voice in the process.
• Communication Strategy: To bridge the “chasm of change,” leaders need to communicate their message “multiple times” and in diverse formats to resonate with different audiences (e.g., readers, listeners, visual learners, short-form, long-form, bullets, imagery).

By focusing on clear communication, fostering a sense of shared ownership, maintaining a positive outlook, and adapting communication methods, organizations can make the journey through change smoother and more successful. The Harmonious Workplaces podcast continues to provide valuable insights for making work more enjoyable and navigating complex organizational dynamics.