Patricia Kennedy
Change is not just about the individual experience
Many commonly used change models and practices in our profession today—as well as many of change myths in my recently published book with Paul Gibbons of the same name—narrowly focus on the individual’s experience during an organizational change. They seek and claim simplified generalizations that apply universally, in other words to everyone and all people. For example, despite an individual’s experience of an organizational change being highly individualized, both change curves and Prosci’s ADKAR claim every person goes through the same steps in the same order. Not only is this idea of a shared, universal experience simply not true and potentially harmful, it is incomplete and artificially ignores the evidence that social and systemic factors powerfully influence the human condition and people’s lived experiences. We risk the future relevancy of our discipline when our change practices also ignore the evidence that all three—individual experience, social factors, and systemic factors—working in tandem inter-dependently are what effectively facilitate change.
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