Issue 133 - 04 | Solving The Wrong Problems: Why Behaviors Don’t Change In Organizations

By Todd M. Warner
Published Sept. 16, 2015 10:00 a.m.
“To change behaviors in organizations, reorient to a different set of problems. Discussions of behavioral change fall prey to viewing things on a distinctly individualistic level, or through the traditional lenses of systems, structures and processes. Yet this isn’t how people really work. Continually, leaders fail to recognize that organizations are dynamic social systems with webs of expectations occurring on a very local level. As a result of this failure, corporations are condemned to a merry-go-round of ineffective change initiatives.

While policies, systems and processes change, people’s expectations of one another don’t. These day-to-day, unwritten expectations tend to be much stronger drivers of what actually gets done in organizations. This web of implicit expectations and ways of working conspires against organizational evolution.”

About Todd M. Warner | Todd is the founder of Like Minds Advisory, a consultancy of veteran executives and practitioners who work with organizations to think differently about execution and the human side of performance. With almost 20 years of experience in Corporate Learning and Executive Education, he was formerly the Chief Learning Officer at BHP Billiton, and an Executive Director at Duke CE, based in London. He has won numerous awards for his work, and he has worked with CEOs and Executives around the world to reshape their approaches to impacting people and culture. His work has been featured in numerous publications, and he has received global awards for reshaping learning through innovation—including, leader led approaches, the use of routines, and mechanisms to embed learning at work. He lives in Melbourne, Australia, but keeps a foot planted in the American West.

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