There is inherent optimism in consultancy work. Every problem has a potential solution and for every set of challenges, there are equivalent remedies which if applied will lead to resolution. The uncomfortable truth of consultancy or any work which depends on human reflection and the readiness to apply suggested remedies or recommendations is that without genuine application of the solutions or an unwillingness to deeply reflect, change is unlikely.
Change efforts will fail if these 4 factors exist:
1. Confused communications
The discussions about wanting change and the actual conversations to move the agenda forward may be misaligned. If the discourse sounds positive and inspiring when it’s about the need for change but becomes non-committal when the timeline, ‘how’ or when any essential element is discussed, there may be a lack of ‘real’ interest in change. Engaging with change is on some level a complex pyscho social process, it’s possible to agree that it’s needed but disagree about the process and terrified about the outcome.
2. Lackadaisical Leadership
Leaders must buy in to the change agenda for it to happen. This means they champion change by how they show up in meetings, lead actions and hold others accountable. If the commitment is only verbal and there is no follow through in terms of actions this will sabotage the chances of success. People tend to notice what leaders value and if the change agenda seems to be marginalised by leaders, it will not be taken seriously.
3. Deference to Denial
This is a set of behaviours that become so embedded that it represents the norm in the culture of the organisation. This can show up in several ways, for example, honest reviews will be diminished or rejected, lack of rigour in investigating reoccurring problems and a blame culture. When denial is an established norm it is common to see denial normalised across the organisation. An attempt to change this norm may be seen very negatively as it throws a light on problems, that many may prefer to ignore. Conversely minimising problems might be regarded positively, and this will be subconsciously accepted.
4. Empty Evaluations
Reviewing all aspects of an organisation, its projects and systems should be standard practice. Sometimes evaluations are necessary, but they are merely seen as tick box exercises. Any evaluation exercise that seeks to get to the heart of complex issues can be an excellent learning tool. The process and the way the emergent insights are treated says so much about the organisation. Where there is a genuine learning culture, the insights are taken on board and reflected on in future planning. Where there is a tick box approach this does not happen. The opportunity for learning and new insights can be lost if there is a culture of denial.
Change is never a quick outcome; it always involves several layers of in-depth work. Charging in with an ill though out rescue complex as if all the issues are simple, is unlikely to yield positive results. Investing in an external professional gives an objective perspective armed with tools and expertise to help facilitate transformation and the change process. Even when the issues seem intractable, it’s always helpful to have external help, this can start a permanent process that creates the desired changes.
