No Gurus or Quick-Fixes
Fostering sustainable, human-centric change
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In the previous issue of Thinking and Working Differently, we explored why many change initiatives fall short and how rethinking our approach can make change more effective, sustainable, and human-centered. This time, we dive into how to take the first meaningful steps in that direction. Did you miss the last one? No worries, we will catch you up!
Let’s face it: change is everywhere. Whether it is due to disruptive economic scenarios, demanding markets, digital transformation, or the drive for continuous improvement, organizations are in a constant state of flux. And with that comes a flood of experts promising resistance-proof solutions, quick fixes, and guaranteed results.
But here is the truth: there is no “one-size-fits-all” recipe for change. At the core of many traditional approaches is the idea that change models can be cut-and-pasted from one organization to another. This fallacy is, at best, wishful thinking, and at worst, misleading, counterproductive, and risky. Most cookie-cutter, quick-fix solutions overlook the complex realities of people, culture, values, and context. What worked brilliantly in one organization might completely flop in another because they often fail to recognize the subtle dynamics at play in each organization.
Think of it like this: someone tries their friend’s miracle diet—the one that helped them lose 20 pounds—but does not consider their own body, lifestyle, or health needs. The results? Frustration, disappointment, and eventually giving up. Why? Because what works for one person does not necessarily work for another. Change in organizations is no different. For it to succeed, it has to be tailored to your specific context, intentionally designed with and for your people, and seen not as a one-time event, but as an ongoing process of adaptation.
Short-Term Gains, Long-Term Failures
Many traditional change frameworks are built for speed. They zero in on quick results: efficiency boosts, KPIs, hitting that next quarterly goal. But these models often treat people as obstacles to manage, as someone to be persuaded for “buy-in”, but not as partners to engage. The human side of change gets lost in the shuffle.
When change is rolled out from the top down, with little input from the people it affects, it becomes something done to employees, not with them, thus creating a passive experience for them. They become passengers instead of drivers of the transformation, losing any sense of ownership and agency.
Without addressing the human side of change, these approaches may alienate employees, breed resentment, or create unnecessary confusion, frustration, and resistance. Oftentimes, change misses the mark simply because the people closest to the challenge were not involved in shaping the solution.
Keep in mind: Involving your team early isn’t just nice, it is essential for success.
Moving Beyond the Formula: Embracing a Human-Centered Approach
A key component for overcoming the limitations of the traditional change approach is to shift to a more human-centered perspective. This means involving people at all levels from the beginning, and moving away from one-off, top-down change efforts. Instead of persuading people to comply, organizations should cultivate collaboration and early involvement, fostering an environment where teams can adapt, evolve, and reconfigure themselves quickly in response to the ongoing demands of a constantly changing world.
What can you do as a leader to start moving in this direction?
The Challenge for the next 14 days
Change initiatives often start with strategy plans, PowerPoint presentations, milestones, and timelines, but they fall apart if we do not truly understand who is impacted and how. We invite you to remember that:
“Change doesn't happen to systems—it happens to people”.
This challenge is all about knowing your people!”
We want to introduce you to a way to make today´s reflection actionable by gently nudging you and your team towards a more human-centered approach to change.
Start by identifying a change you are planning or currently going through in your organization.
Who are the five people most affected by this change?
How could they help shape the change?
What might each one be thinking, feeling, fearing, or hoping?
Go beyond guessing: talk to each of them to understand their view.
What are they excited about?
What are they resisting or afraid of losing?
What unspoken pressures might they be navigating?
What would they do differently about the actual change? (Remember: if it impacts them, they should have a say on how to do it better.)
What do they need from me?
After you have carried out these conversations, reflect on the following:
What is one mindset shift you want to carry forward?
Write to yourself a short commitment note: “As a human-centered change agent, I want to…”
Real change does not come from templates or top-down plans. It starts with real people, real conversations, and a willingness to listen and adjust along the way. The more we involve those who are closest to the work, the more meaningful and lasting change becomes.
If you are a leader, team member, or change agent committed to fostering organizations that are more human, adaptive, and future-proof, come join us at Futocracy.network. We explore and co-create new ways of working.
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