Produce to protect: The Real reason why change initiatives fail

Abstract

This article challenges the concept of resistance to change and the normative approaches that continue to govern current organizational practices. It argues that the logic of, and conditioning into, rational economic theory with its quest for efficiency, performance, and results, is a main hindrance to change as it sustains an embedded immunity acting against change plans. The research shared in the article shows that the commitment to “staying alive” in organizations outweighs the willingness to contribute to change. Instead, leaders and employees are caught in a quest to solve daily operational issues to protect both themselves and their livelihoods. The article present research findings from two team case studies and draw on Immunity to Change, a framework for addressing obstacles in change processes. The article contributes to the discourse on change by exploring how mental models, and discernment between technical and adaptive skills, can be used to collectively increase awareness, knowledge, and mental flexibility to succeed with change.