Seventy percent of all major changes in organizations fail - and that number hasn't changed since researchers started examining success and failure rates some fifteen years ago. I spoke to Rick Maurer, a change management expert, speaker, and author of the new book Beyond the Wall of Resistance, Revised 2nd Edition: Why 70% of All Changes Still Fail--and What You Can Do About It, to find out more about why this happens with change projects.

Rick, why are people so resistant to change?

People resist in response to something. For example, they are given a project to do that doesn’t make sense to them, or they are afraid of the implication a project might have on them personally (I could lose my job or my position, etc.), or they don’t have trust and confidence in the people leading the project. Any of those reactions can cause resistance.
People also support change in response to something
The good news is that people also support change in response to something. They understand what the project is all about. They like what they hear about it. And they trust the people leading the project to do their work well, to treat people fairly, and to follow through on commitments.

It’s a dance, and the project manager’s job is to try to create conditions that help members (themselves included) lean toward support rather than resistance.

So if change fails so frequently is it always to do with the people? And making sure project managers are doing a good job?

Change fails 70 percent of the time. And sometimes a change will fail because the organization runs out of funds, the political winds shifted, or needs shift, those sorts of things. But, it is most often due to avoidable human issues.


Ah! I guess project managers aren’t doing all they can to ensure that they are embedding change effectively. So what are the human issues behind why change fails?

Here are a few typical reasons why change fails:


  • How before Why. People will not support a change until they know why it is important. Many organizations move to How before addressing Why. Project management can fall prey to that trap since so much of the literature and practice is based on the “how” portion of change. These project management skills are invaluable but they must be coupled with making a compelling case for change. Just remember that you need to make a compelling that a change or project is needed before moving into planning meetings.I did a study a few years ago and found that the failure to make a case for change was the most important point in the life of a change, and the most neglected. Projects that skipped over this step too quickly had a higher failure rate and more resistance along the way.
  • Leaders lack the skills to lead change well. Over the past fifteen years or so, leaders at all levels have been exposed to change management training as well as some fine books on change management, but they have not been given the opportunity to practice applying what they know. It’s like watching some sport on TV every Saturday, listening to sports radio, and then assuming that makes you a great athlete. The best athletes, musicians, artists in any craft, practice diligently.Project management can offer a great place for people to learn those skills if the formation of the project teams pairs newer leaders with those who have developed a degree of mastery in leading project teams. Another thing project teams can do is to make sure they use the project itself as an opportunity to learn about the human process of influence and getting people on board. In other words, make a commitment to spend the last ten to fifteen minutes of every meeting to examine how well you collectively apply sound change management principles as you work together. You can earn while you learn, as they used to say.


OK. So people aren’t that great at leading change initiatives. What are your top tips to get over the resistance that this creates?

Be willing to get curios regarding the reasons why people are resisting. People resist for good reasons. You may not agree with those reasons, but the people resisting you do. Begin by finding out why people are resisting (or supporting) you. I identify three levels of resistance and support and I always want to know what are the Level 1, Level 2, and Level 3 issues going on when I start working on a project.

So ask:

  • To what extent do people get it or not? (Level 1 has to do with understanding or confusion).
  • To what extent are people afraid or excited about the change. (Level 2 is personal and emotional. You can be working on a project that affects 1000 people, but when Level 2 gets triggered, all I can see is what the change will do to me.)
  • To what extent do stakeholders have trust and confidence in us as leaders -- or not. (Level 3 focuses on the relationship between people involved in the change.)


Getting over this resistance in the first place is only a small bit of the problem. What can managers do to ensure that change sticks once the project is complete?

Sadly, this is an overlooked question. Thanks for asking it. Here are a few things.


  • The leader must demonstrate that he or she is fully committed to the change throughout the life of the project. Too often, it may seem like the leader has moved on, and people begin to believe that this change is no longer important.
  • Keep reminding people why this change is important. (The “why” question.) Once we are immersed in the details it is easy to lose sight of why we ever started this project. And the constant reminder of why it’s important allows new employees to see what all the fuss is about.
  • Beware scope creep. Too often the best project teams get burdened with too many other projects because they are so good at what they do. Be willing to say no.

Some companies have change managers as well as project managers. How is change management different from project management, if you think it is?

I don’t see a difference. I think the field of project management has done a masterful job of showing people what needs to happen at just about every step in the project or change process. While I am certain there are project team leaders who do a good job of addressing why before how, that’s the one are that I’d like to see get more attention in your literature.

The big thing I appreciate about project management is that leading projects is seen a discipline and not just an add-on assignment.


Yep, we appreciate that too! Thanks for your time, Rick.

I’ve just got a copy of Rick’s book, Beyond the Wall of Resistance: Why 70% of All Changes Still Fail - and What You Can Do About It, and I’m looking forward to reading it. It’s such an interesting title and premise that I have no problem recommending it to you (and using my affiliate links) from Amazon.com or Amazon.co.uk.