When Daniel Defoe said the only certainties in life are death and taxes he should have added public sector change programmes. Whether it is a simple re-structure, implementing the latest service model, or culture and organisational development, we all have first-hand experience of change.
In public services, 70 per cent of change programmes fail to deliver the benefits envisaged at the start. This is where the idea of dynamic change management is a practical improvement on the ordinary Kotter, Kubler-Ross and Deming models. For example, dynamic change management helps us understand that the route envisaged will not be the one followed - it will have ups and downs. When people get involved with your programme, they will react emotionally and force you to modify the aims, so what looked like a technical problem turns out to be complex, with feedback loops and opposing priorities.
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