About 70% of changes in all organizations fail, says research from McKinsey and Company (http://bit.ly/1woQGIJ). Rick Maurer, author of Beyond the Wall of Resistance, cites one of the key reasons: Many organizational cultures function with two opposing sets of rules.
The “official” rules—often appearing on company websites and employee handbooks—are the ones where the organization claims to value innovation, teamwork, inclusiveness, and open communication. The “unofficial” rules—often learned the hard way by those who follow the first set and find themselves in the proverbial doghouse—are change-blockers. They reward conformity, competitiveness, even secrecy. (http://bit.ly/1BS1ijE)
We have, unfortunately, witnessed this too many times. Successful change is enabled by a climate of engagement and dialogue in which new ideas and creative collaboration are encouraged—and not just espoused. Leaders who genuinely want to facilitate change in a world where change is critical to survival must courageously assess whether counter-productive rules exist, and do all in their power to align their organization’s aspirational goals with its real ones.
We want to hear. Can you give us an example of any unwritten rules you have run up against, and how those rules had an impact on organizational change? Join the conversation and click "comments" on our Community of Practice Forum.