A CASE FOR CHANGE
Many organisations maintain a simplistic view of change based on outdated management theories that were designed to handle unambiguous and technical issues.
The world of work today is far more interconnected and complex therefore requiring more advanced human-centric approaches that motivate workers rather than disengaging them. It is often quoted by researchers that around 75% of change efforts fail–this is both disastrous for organisations and demoralising for workers.
Appreciative Inquiry, however, enables a far more holistic approach that leverages strengths that already exist within the group and creates generative conversations that see old things in new ways.
THE LATEST RESEARCH
It is often thought that people don’t like change, when in fact, the mere existence of the human species is dependent on change and our ability to evolve. It’s not the pace of change the wears people out, but rather the way change is led.
In the latest study on change in Australian workplaces, it was highlighted that change efforts were far more successful when workers’ input to solutions was invited, and they were encouraged to self-organise and find ways to make the best ideas happen (read more on the findings here).
An Appreciative Inquiry and Design
Thinking approach brings in all off these elements together leading to greater change success.