Diploma in Organisational Change & Transformation

Five Reasons Why Many Change Efforts Fail

Patrick T. Gibbons

Jefferson Smurfit Professor of Strategic Management

Programme Director, Diploma in Organisational Change & Transformation

In the current volatile technological, political and economic landscape many organisations seek to adapt and change to better fit the contours of the new landscape.  Yet, all too often, many executives point to failed change efforts and frustrated colleagues suffering from change fatigue. In our research and engagement with executives we believe that there are a number of reasons that contribute to failed change efforts. I outline five below:

1. Change visions that are untethered from organisational reality and history: While “stretch” targets and “ambitious” visions are frequently invoked to stimulate new ways of doing things and innovative solutions, a credibility gap can emerge. This credibility gap can undermine the expressed reasons and peoples’ motivations to change.
2. Inadequate attention paid to framing the need for change: Similarly, the reasons for change need to be diagnosed well and accurately. The problems and or opportunities for change need to be diagnosed so that we are confident that we are addressing the “right” issues.
3. Scant resourcing of the change initiatives: Many change initiatives are initiated and enacted while carrying out “business as usual” at the same time. Naturally, this puts enormous strain on the organisational system and on the “people”  Of course, in difficult times additional resources may not be available to support change, which is why “anticipatory” change while the organisation is faring well is an important “timing” decision in leading change.
4. Insufficient attention to “levels” in the change required: While the vision for change can describe the aspirational picture of the new “organisation”, the need for change occurs at the organisational level, at the sub-unit level, at the team/workgroup level and at the individual level. This requires the design of change interventions at all levels.
5. Mis-match between rhetoric and reality: The ability to sustain change efforts and keep people motivated to change their behaviour and adopt new practices requires them to trust both the direction of change and the credibility of the advocates and leaders of change. This requires the leaders and advocates of change to model the new behaviours required, and to “walk the talk”. If the walking and talking diverge, trust is lost.

The Diploma in Organisational Change & Transformation is designed to help managers and leaders to overcome the challenges outline above by providing them with the latest konowledge, skills, tools and frameworks along with lots of opportunity over the course of the 9-month diploma to apply them in their own organisational context.

Programme Benefits

Upon completion of this programme, participants will be equipped with the skills to analyse change situations, identify the range of interventions available and the skills to implement these interventions.

Specifically participants will gain:

• An understanding of the psychology behind change and the challenges of managing cultural change;
• An understanding of the frameworks surrounding organisational renewal and transformation with a view to exploiting change opportunities within their organisations;
• Strategic insight into the characteristics of designing and implementing effective change in their organisation;
• Deeper insight into interventions to enhance leadership and managerial impact.

Assessments and Workload

This programme involves no examinations – instead the emphasis throughout is on the practical application of knowledge to benefit you and your organisation. Assessment workload is spread across the duration of the programme to allow you to combine learning with work and life demands. In order to accelerate learning, between modules participants are expected to complete assigned reading from texts, cases and articles.

All continuous assessment is completed by participants either individually or in groups and this is set out in the study guide for each module. Some modules require pre-coursework in addition to the post-coursework which is set for each taught modules.