3 fundamental rules that change management consultants will never tell you

In 1983, Julien Phillips, a McKinsey consultant, introduced the concept of an "adoption penalty" in a paper, warning that companies failing to adapt quickly enough would eventually fall behind. This idea formed the basis of McKinsey's early change management model, which has since become a massive industry. Consulting firms and software vendors now provide change management services as part of their offerings, but their primary goal is to protect larger sales rather than ensure lasting organizational change. This article explores three fundamental rules that change management consultants seldom reveal.

Firstly, overcoming resistance is crucial. Saul Alinsky's "Rules for Radicals" highlights that every revolution generates a counterrevolution, and change invariably provokes a reaction. People form attachments to various aspects of their lives, and when those attachments are threatened, they tend to resist changes, often resorting to dishonest, underhanded, and deceptive tactics.

Recognizing this is the first step towards managing resistance. The article suggests conducting a resistance inventory to anticipate potential obstacles and devise strategies to mitigate them.

Secondly, transformational change is driven by small, loosely connected groups united by a shared purpose. The misconception is that persuading people individually will drive change. Instead, change occurs gradually as connections accumulate under the surface, forming networks. The tipping point for transformation can be as low as 10%-20% of a system, 3.5% of a society, or even 25% of an organization.

The key is to cultivate networks, inspire shared values, and purpose rather than aiming for a specific percentage of support. This approach allows the idea to become self-sustaining.

Lastly, surviving victory is essential. Change management pioneer John Kotter advocated for short-term wins to maintain momentum and demonstrate progress. However, relying solely on these wins can be problematic. They may not be meaningful or relevant, leading to the perception that the initiative is superficial. Moreover, opponents may use these "wins" as evidence of the initiative's ineffectiveness, undermining the overall effort.

Change is non-linear; early progress does not guarantee long-term gains. Therefore, it's crucial to plan for sustaining victory by aligning efforts with shared values and a shared mission, rather than focusing on specific strategies or tactics.