Why Change Efforts Often Fail
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Co-creator of Perceptual Style Theory
Why do so many efforts to create meaningful change fall short of expectations? Whether we are talking about government, business, organizations, or our personal lives, the desire for change is often much stronger than our understanding of what it will actually take to accomplish it.
I was reminded of this during the 2012 presidential election. Supporters of both parties had strong expectations about what the outcome would mean for the country's future. Yet regardless of who won, I suspected that meaningful change would be more difficult to achieve than either side anticipated.
My skepticism wasn't based on political expertise or allegiance. It came from years of observing how change unfolds. In my experience, change efforts often struggle for three fundamental reasons, and understanding those reasons can help us approach change more effectively.
1. People Have Different Definitions of Change
Perhaps the biggest reason is that the word itself means different things to different people. ‘Change’ is a single word that people use to represent a complex image or idea of how they want things to be. You and I may agree that things need to change, but our ideas about what should change—and what should replace the current situation—may be vastly different. Despite these differences we may both get excited and vocal about our agreement that ‘things need to change’. But when we delve deeper into exactly what each of us wants, excited agreement can easily turn into heated argument.
People also see the world differently, and those differences in perception influence how they approach change. Some initiate change because they see opportunities for improvement and are comfortable improvising as circumstances evolve. Others prefer to evaluate how proposed changes will affect existing processes and systems, introducing adjustments carefully to minimize disruption. Even when people agree on what needs to change, they may disagree about how quickly to proceed, which methods to use, and what costs or risks are acceptable.
2. Change Affects Interconnected Systems
Failure to take into account the interconnectedness of all of the parts touched by a change is the second reason that change efforts produce lackluster results. Creating a slogan, e.g., ‘Yes we can’ provides a simple and compelling rallying point and appeals to the dissatisfaction that many have with the status quo, but translating a slogan into real long-lasting differences is a daunting task. The ripple effects that spread out from change efforts that are not fully thought through can end with bigger problems than there were when you began, or they can pile up on each other and, in their sheer number and size, can stifle or crush the original sought after changes.
3. The Complexity of Change Is Underestimated
A third reason change efforts struggle is that those leading them may underestimate the complexity and scale of what they hope to accomplish. Consider Ronald Reagan's 1980 presidential campaign, during which reducing the size and influence of the federal government was a major theme. Translating that objective into lasting institutional change proved far more complicated than campaign rhetoric suggested. Government agencies, established procedures, competing priorities, and political realities all influence what can be accomplished. The lesson extends well beyond politics: enthusiasm and a compelling vision are not substitutes for understanding the systems and constraints involved in implementation.
How to Make Change More Successful
You might conclude that I am pessimistic about change, but that is not the case. I am skeptical of promises that meaningful change can happen quickly or easily without careful consideration of the people and systems involved.
I have seen change efforts fail when these three challenges were ignored, and I have seen them succeed when they were taken seriously. Whether you are an entrepreneur, a business leader, or someone working to make changes in your personal life, lasting progress requires more than good intentions. It requires understanding what change means to everyone involved, recognizing how different parts of a system affect one another, and appreciating the true scope of what you are trying to accomplish.
Change becomes more achievable when we replace assumptions with understanding, coordinate our efforts thoughtfully, and give meaningful transitions the time and attention they deserve.
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About Lynda-Ross
Lynda-Ross Vega is a partner at Vega Behavioral Consulting, Ltd. She specializes in helping corporate leaders, entrepreneurs, and individuals with interpersonal communications, team dynamics, personal development, and navigating change. Lynda-Ross is co-creator of Perceptual Style Theory, a revolutionary behavioral psychology theory and assessment system that teaches people how to unleash their natural strengths and build the life and career they dream of.
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