Talk to any CEO about his/her priorities for the organisation and change management is likely to figure in the top three. Despite the criticality of change, it is equally evident that many organisational change initiatives begin with a flourish, but fade out with a whimper. What does it take to sustain a successful programme of change?
Jonathan Haight, in his book The Happiness Hypothesis, identifies three critical components of sustainable change at an individual level. Put simply, this can be stated as:
Execution: What are the concrete steps and milestones to change. Where do we begin? How do we know that we are on the right track?
Emotion: Habit change is difficult, because in the absence of deep, emotional commitment to change, inertia and the desire to stick to the tried and trusted, take over. How do we create and sustain buy in for large scale change projects?