The irrational side of change management
Take account of the human nature to manage change more successfully.
Author(s): Carolyn Aiken, Scott Keller
Publisher: The McKinsey Quarterly
Date of publication: 2009
Read this article on the publisher's website [McKinsey Quarterly]
Summary
More than a decade after the warnings popularized by Kotter, we continue to observe the same project failure rate, despite all of the literature and research published on the topic! Starting from this observation, the authors remind us of several traits of human nature which regularly prevent seemingly ideal change management practices from actually working. A pragmatic and instructive article.
Synopsis
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