daftandbarmy
Army.ca Fossil
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You may recognize yourself, or others, in here somewhere 
Over 80% of restructuring efforts in firms fail. Most explanations focus on poor execution or bad strategy. Our research points to something more uncomfortable: Embarking on organisational transformation isn’t always a rational response to a business challenge but can be a defensive reaction to leaders’ own anxiety – a way of avoiding true self-reflection by making the organisation the problem.
Although defensive organising distracts leaders from uncomfortable feelings, it draws their attention away from real performance issues and creates additional problems. This is what we found over a four-year study of the transformation programme at a professional services firm we call “Recco”, drawing on nearly 760 hours of observation and over 300 interviews.
The Perils of Defensive Organising
How leaders use change to deflect their own fears and try to retain a sense of control.Over 80% of restructuring efforts in firms fail. Most explanations focus on poor execution or bad strategy. Our research points to something more uncomfortable: Embarking on organisational transformation isn’t always a rational response to a business challenge but can be a defensive reaction to leaders’ own anxiety – a way of avoiding true self-reflection by making the organisation the problem.
Although defensive organising distracts leaders from uncomfortable feelings, it draws their attention away from real performance issues and creates additional problems. This is what we found over a four-year study of the transformation programme at a professional services firm we call “Recco”, drawing on nearly 760 hours of observation and over 300 interviews.
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