Organisational Change

'When an automobile maker is designing a new model, he does not ask the people in charge of wheels and tires to do an ROI study to justify having wheels and tires on the new model.  It is accepted that the new model will not be complete, will not work, without wheels and tires. Learning should be viewed as the wheels and tires of any organizational change effort - no change effort can be successful without learning.' - Daniel R. Tobin

Change initiatives fail because organizations choose to focus on business strategies and processes rather than on the people that will be affecting the change. Learning for organizational change with Clarion Learning involves creating sustainable changes in organizations by focusing on creating new mindsets and behaviors rather than implementing new structures and processes.

This integrated approach becomes increasingly important as the intervention shifts from having a local or operational focus towards a more global and transformational focus. Change at this level becomes a question of leadership not management requiring commitment and collaboration between the global, regional and operational levels of the organization. Creating sustainable changes in this context requires time, energy and resources.

Change creates fear and resistance. The greater the level of intervention, the more fear and resistance will be generated in individuals, groups and within the organization itself. Successful change initiatives will engage both the heart and mind of the people affected. Learning for organizational change does not mean that people will not experience fear and that there will be no resistance to the change. This is a natural part of the change process.

Organizations that adopt a 'business as usual' approach to organizational change are either postponing the inevitable confusion and frustration that come when the changes are felt at an individual or group level or are ensuring that the announced changes have little chance of ever being implemented. This further decreases the chances of success for future change initiatives.

Learning interventions accelerate the process of change by effectively identifying potential resistance and managing the emotions involved. This reduces the level of employee resistance, gains acceptance and commitment sooner and minimizes the overall impact on productivity. Learning for organizational change also helps clarify and communicate the new vision and strategy within the organization and support the implementation of strategic business initiatives. This ensures that the change and desired business results are sustainable in the long-term.

This is the Return on Learning (ROL).

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