Organizational change management needs several critical elements to survive and thrive, yet many US businesses continue to get it wrong. So why is managing change so problematic? Once you know the answers, you won’t fall into those same traps.

Research suggests that around 70% of change initiatives fail in the US. Most of these failures result from neglecting the most critical component—employee buy-in. Without an engaged workforce, business maturation is almost certain to fail. So, the solution is to foster employee support for the company’s mission or new goals from the outset. This initial support will result in less disruption and a much higher chance of success[0].

This piece examines the critical impact employee buy-in has on successful organizational restructuring. Moreover, it explores how successful change management creates and sustains employee involvement while avoiding change fatigue.

Root Causes of Change Leadership Failures


Every organizational restructuring initiative should aim to limit worker resistance with effective employee buy-in strategies. So, change leadership typically fails when the basic principles that lay the foundation for successful outcomes are rushed through or ignored.

The seven points below highlight the common causes of organizational change failure:

  1. Plans are chaotic, incomplete, too vague, or not well-defined
  2. Too rigid and inflexible to be practical
  3. Too much transformation too soon; unrealistic expectations
  4. Poor communication among stakeholders
  5. Little or no thought given to resistance 
  6. Restructuring strategies conflict with workplace culture
  7. No policies in place to celebrate change achievements

This mishmash of missteps continues to cause a great deal of change failure. However, you don’t have to fall into these traps. Instead, embrace the seven Rs and three Cs for organizational change success as you prepare and execute your new initiatives.

The 7 Rs of Change Requests

Organizational change starts with an idea put forward for consideration. The seven Rs on this checklist will help you prepare, discuss, and present a solid change request.

  1. Raised: Who first raised the request?
  2. Reason: What is the primary purpose behind the request?
  3. Risk: What are the potential risks involved?
  4. Resources: What supplies, tools, and support are needed?
  5. Return: What benefits can the company expect?
  6. Responsible: Who is accountable for creating/testing/measuring change?
  7. Relationship: How will this plan affect other organizational changes?

The seven Rs are the foundation to every instance of organizational change success. It’s impossible to understand the risk-to-benefit ratio without answers to these specific questions.

The Real Reasons Employees Resist Change

Businesses must adjust to the times or risk stagnating and losing out to competitors. The problem today is that the need for organizational transformation is relentless. Unfortunately, the fast pace of change causes many senior leaders to rush company restructuring. But a failure to communicate further down the chain of command is a huge mistake. It makes employees feel unappreciated, disconnected, and undervalued.

Change resistance affects people at all levels of an organization. However, research shows that the most senior ranks are the least impacted.

Data source: Prosci, Inc

This table highlights the reasons behind the two groups most resistant to change.

Frontline Employees (27% Resistance)Middle Managers (42% Resistance)
Lack of awareness
Changes in job roles
Fear of the unknown
Lack of support/trust in leaders
Left out of change-related decisions
Cultural issues
Lack of awareness/knowledge
Lack of support/commitment
Misalignment in goals and incentives
No confidence in ability to manage

This data tells us that employee buy-in is not a top priority during the planning phase.

Set Early Groundwork for Employee Involvement

Most CEOs and managers are keen to implement organizational changes. But, unfortunately, employees are less enthused—and there lies the challenge. The only way to successfully get workers onside is to sell the benefits. For example, what’s in it for them, and why should they care about the new developments?

To get workers onboard, you must formulate a clear and appealing vision. Then, consider your pitch as you explain the strategies, along with what and who the changes will impact.

The 3C Principles of Organizational Restructuring

If the change request gets the green light, the next job is to present it to the employees. Use the 3C principles to promote your change management strategies.

#1 Communication: Effective two-way communication brings all affected parties together. No secrets means less gossiping, speculation, and workplace resistance/resentment.

#2 Collaboration: Working together is another vital tactic to involve employees. Ideally, you want to make full use of the collective experience and knowledge of your teams. Employees who feel they have an invested stake in company updates are more likely to support them.

#3 Commitment: Change leaders must commit to the team’s success during and after the adjustments. Employees look to leaders for support and guidance. If they feel those above them are not loyal to the cause, they are more likely to reject change.

Remember, the secret to employee buy-in is to get in early. This approach will be much easier with a well-prepared pitch, and that starts by defining the problems that create the need for change. Follow this with concrete examples using factual data, metrics, and reasoning of how the adjustments will deliver the right solutions.

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Beware of Change Fatigue in Employees


Change fatigue continues to be the silent driver of employee burnout in US companies. It triggers a general sense of apathy in workers that often leads to the phenomenon known as quiet quitting. Employees who exhibit passive resignation do as little work as possible, refusing to take on tasks beyond their job description. Countering this type of fatigue needs a more proactive approach to managing change.

Other signs of change fatigue leaders need to look out for include:

  • Mocking, questioning, and a general distrust in change leaders
  • Blatant sarcasm and skepticism of the new initiatives
  • Performance drops in individuals and teams
  • Decline in workplace morale

The Knock-on Effects of Change Fatigue

Change fatigue tells us there has been no effective employee buy-in strategy. Either that, or there was no day-to-day follow-through on the three Cs afterward. There can be severe consequences when fatigue goes ignored. For example, it’s infectious and can soon spread to other employees, resulting in a toxic work environment. Disharmony in the workplace is another, making it harder for your organization to attract and retain talent.

How to Defeat or Reduce Change Fatigue

Rampant fatigue suggests employee buy-in was poorly thought through or discarded at the planning stage. The new focus must be to re-engage the workers and make them feel they are a vital part of the reforms. Thus, proactive leadership is the best approach for defeating or reducing change exhaustion.

First, you will want to gather feedback to measure the true extent of the fatigue. Another effective strategy is to conduct an anonymous satisfaction survey. This data will help you formulate a plan to defeat fatigue and win back the trust of your team.

Time to Reenergize the Workforce

Tell your team there is an open-door policy and encourage them to vent their honest opinions and concerns. Change leaders need to let employees know they understand their frustrations and what they plan to do to make conditions better. Also, celebrating small victories will encourage those making an effort to adapt. The idea is to engage with workers, so they feel a part of—not apart from—the new initiatives.

How you tackle change resistance depends on your company’s business model, culture, and workforce. But every case starts by identifying the root causes behind the defiance. And, once you have reenergized individuals and teams, sustaining employee participation is vital.

Sustaining Employee Buy-In on Organizational Change

Large-volume changes often have far-reaching effects on an organization and its workforce. But even small or gradual changes can lead to a significant disconnect between an employer and employees. That’s why sustaining worker buy-in matters at every level, and every stage, regardless of the scope. Thus, buy-in makes future changes smoother and more accepted by those most affected.

What Can Change Leaders Do?

The most successful US companies are people-focused. Therefore, it’s important for change leaders to remain proactive to keep individuals and teams onside at all times.

Use the checklist below as a guide to help sustain employee buy-in:

  • Ensure employees fully understand the need for change
  • Encourage open communication at every level
  • Identify and mitigate risks as they materialize
  • Look for creative ways to enhance employee satisfaction
  • Maintain the trust built between senior management and staff
  • Introduce change-related training initiatives to reward workers
  • Watch out for and address the telltale signs of fatigue as they arise
  • Prioritize the health and well-being of workers

Organizational Change Success Closing Comments

Organizational change success begins at the ideas stage and prioritizes employee buy-in from the outset. By following change management best practices, you will significantly reduce the impact of change saturation and fatigue. The objective is continual employee engagement to ensure you head off problems before they have time to emerge.

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