When it did not work.
WHY IT MATTERS
Every failed change makes the next one harder.
WHAT TO ESTABLISH
What actually happened.
WHAT THE COMMON CAUSES ARE
The reason was not accepted People were not equipped The old way remained available Nobody followed up The plan was impractical Competing priorities Leadership attention moved
WHAT TO ASK PEOPLE
What made it difficult, honestly.
WHY THEY MUST BE ABLE TO ANSWER HONESTLY
The real reasons are frequently uncomfortable for those who led it.
WHAT TO AVOID
Attributing failure to resistance Blaming individuals Concluding that people cannot change
WHY
It is almost always the change or the implementation, not the people.
WHAT TO EXAMINE
Whether the problem being solved was correctly identified.
WHY
Solutions to misidentified problems fail regardless of implementation.
WHAT TO DO ABOUT ABANDONED CHANGES
Say so, explicitly.
WHY
Changes that fade without acknowledgement teach people to wait out the next one.
WHAT TO COMMUNICATE
What was learned, and what will be done differently.
WHAT TO RECOGNISE
That credibility was spent.
WHAT TO DO BEFORE THE NEXT CHANGE
Address the reasons the last one failed.
WHY
Repeating the same approach produces the same outcome and confirms cynicism.
WHAT TO ESTABLISH
That fewer changes, completed, are better than many announced.
WHAT TO RECORD
Changes attempted, and their outcomes.
