Often feedback from teams via a “Change Audit” surprises the change leader who's dream is brutally subjected to a reality check of the gap between his teams’ actual involvement in the change and his perception of their participation.
How does a change leader become the victim of such “blindness?”
Excerpted Reasons (underlined items mine - DN):
1) The “organisation-focused” change leader - caught up in complex organisation diagrams – clutters of circles and rectangles – which he juggles in search of the best combination.
...the change leader, had not looked back...the engine had forged ahead under full steam, all alone.
…This manager’s collaborators had not followed him. They had allowed him to go off on his own, without really understanding him, ...And he, the change leader, had not looked back. He had failed to check – on a regular basis – whether the train cars of change were properly hitched to the engine. And the engine had forged ahead under full steam, all alone.
2) The “speeder” change leader [In one case]…driven by a powerful urge to conquer - the “Change Audit” immediately triggered his fury, so great was the gap it revealed between the positions of his closest collaborators and his own dynamism.
3) The “autistic” change leader Top Management …had failed to create confidence in it. …The best way to do that is to connect them solidly through real, effective and complete communication, from top to bottom and from bottom to top, involving all those concerned with the change.
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