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The
Tipping Point is an exciting and dynamic model of sustaining
workplace change that helps us understand how change happens and how
to achieve real results. Inspired by lessons learned from
organizational theory, systems thinking, and public health, it is
based on "real world" experience that is applicable to any
change initiative.
Research and experience have shown that 50-85% of all organizational
change initiatives fail. This means that needed, well analyzed, and
technically appropriate changes never provide business value. They
fail due to insufficient understanding of how the change process
works in organizations. |
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The
Tipping Point can help stem this tide of failure. It goes to the heart
of successfully implementing and sustaining organizational
change -- the people -- recognizing that change happens when people
move from being disconnected to committed to a change.
The Tipping Point model has been built into a computer simulation
that focuses dialogue and gives insight to the model. The simulation
has been used in a facilitated workshop setting by leading
companies and business schools to help managers and change
agents learn a fresh view of change and improve their implementation
– and their success rate. |
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―Hayden
Whitmore, Site Change Manager, GlaxoSmithKline, Dartford, UK |