In the quest to drive transformative changes within organizations, many fall into a common pitfall: overengineering the change. Many change initiatives end up like a remote control with a hundred different buttons—they could do a lot, but the user can’t even figure out how to change the channel anymore. Drawing on this analogy, let’s explore… Read More »
In change management, effective communication is pivotal. Yet most of the projects that I have seen found themselves unwittingly caught in the trap of the “curse of knowledge.” This psychological phenomenon, vividly demonstrated in Elizabeth Newton’s 1990 “tappers and listeners” experiment at Stanford University, highlights a common disconnect: change leaders, intimately familiar with the details… Read More »
Many organizational changes originate from the ideas of senior leaders. So far, so good. But let’s be honest: more often than not, these leaders tend to be senior men with visions of greater efficiency and innovation. With this particular group comes a particular trap for change initiatives — ‘mansplaining.’ Falling into this trap not only… Read More »