Perhaps you are familiar with this situation: some people are easily enthusiastic about change, while others seem like “hard cases.” Change management demonstrates precisely this: people react very differently to change processes. But why is that and what does it take for change to be truly successful?
In this article, I’ll show you three things that must be considered in every change process and how you can use DISG to get people on board with change.
1. Why Change Management Often Fails
Change is exhausting – for managers and employees alike. And yet, in today’s working world, we can no longer do without it. This makes it all the more sobering to realize that most change initiatives fail.
Studies show that only around 23% of all change projects in companies are successful (Change Fitness Study 2018/2919). Conversely, this means that the vast majority fail. But not because the idea is bad – rather, because it fails to get people on board.
The biggest stumbling blocks in change management are:
- lack of urgency,
- poor communication,
- incorrect approach to employees.
Przykład: A company wants to digitize its production processes. The project team is convinced and enthusiastic, but the employees in production feel overlooked and not sufficiently involved. The result: resistance instead of progress.
Successful change processes therefore rely not only on structures and concepts, but above all on a deep understanding of the people who are supposed to carry the change.
2. The Three Core Elements of Every Change Process
If we want to get people on board with change, it is worth taking a look at three simple but crucial factors. They form the foundation of every change process, whether it involves new software, restructuring, or a major transformation.
For change to succeed, three core elements are needed:
- SHOULD (necessity): Why should we take on this effort in the first place? What is the goal behind it?
- CAN (ability): Do we believe we can master the change? What resources or training are needed?
- WANT (willingness): Are we motivated to actually go down this path?
An example: Imagine that your company is planning to introduce new software.
- Should: Why is the old software no longer sufficient? Where is the added value?
- Can: Are employees trained and do they feel confident enough?
- Want: Do they feel intrinsically motivated to really want to use this software?
Only when all three dimensions come together can a change process be successful.
3. Change with DISC: Understanding People in Times of Transformation
Every change is also a psychological process. While some people jump right in, others need security, guidance, or clear facts. This is where DISC comes in. Model czynników osobowości persolog® helps you recognize behavior patterns and support people in a more targeted way. It makes these differences visible:
- RED (Dominant): drives change, but can also voice strong opposition.
- YELLOW (Initiative): inspires others, but quickly feels overlooked if ignored.
- GREEN (Steady): is satisfied as long as they are not taken by surprise, otherwise they quietly withdraw.
- BLUE (Cautious): critically examines, appears reserved, and only trusts after careful analysis.
A vivid example: Imagine that a dominant project manager is pushing hard for the introduction of new tools, while a cautious colleague will only be convinced after thoroughly reviewing the data. Both are right, they just need to be addressed differently.
Every reaction is valuable, even if it doesn’t match our own. This is precisely where the strength of change with DISC lies: when we understand personality differences, we can make change processes more empathetic and successful.
4. Three Common Mistakes in Change Processes – and How to Avoid Them
As helpful as models and concepts are, we still fall into the same traps time and time again in everyday life. In my experience, there are three mistakes that are made particularly often and cause many change processes to falter.
- We start from our own perspective: Just because we are enthusiastic does not mean that others will be too. A change of perspective is crucial.
- We underestimate the potential for resistance: Resistance manifests itself in different ways—sometimes loudly, sometimes quietly, sometimes subtly. Only those who recognize it can respond appropriately.
- We think that only others need to change: Successful change always starts with ourselves. When we adapt our behavior, we increase the chance of getting others on board.
Model czynników osobowości persolog® offers valuable guidance here because it shows what needs different personality types have in change processes.
5. Successful Change Management in Practice
Theory is important, but what matters most is how it is put into practice. Ultimately, it is not just about convincing people rationally, but winning them over emotionally.
So how can change processes be successfully designed?
- Communicate urgency and vision: People need to understand why change is necessary and where it will lead.
- Build trust and engagement: Actively involve employees and strengthen their self-efficacy.
- Make successes visible: Small successes generate motivation and increase willingness to take the next step.
Przykład: In a team meeting, it is made clear how much time has already been saved thanks to the new software. This concrete sense of achievement increases motivation to try out the next functions.
In this way, resistance gradually turns into acceptance and ultimately a willingness to change.
