The Great Disengagement

The surprising Gartner report, which shows a startling decrease in employee willingness to support organisational change from 74% in 2016 to 38% today, invites reflection on the possible reasons behind this shift and how it might affect businesses.

It prompts the question: what factors could have contributed to this decline, and how can organisations address the challenge?

One possible explanation for the decline could be a lack of clear communication, transparency, and employee involvement in the change process. Might organisations benefit from exploring ways to engage their workforce more effectively in these areas? By encouraging open dialogue and honest conversations, employees may feel more included, and their insights could lead to more innovative solutions.

Could organisational psychotherapy play a key role in addressing this issue? The organisational psychotherapy approach, which focuses on surfacing and reflecting on an organisation’s shared assumptions and beliefs, and workplace dynamics, may offer valuable insights into the reasons behind employees’ resistance to change. By delving into these deeper aspects, organisations gain a better understanding of people’s needs and concerns, fostering empathy and strengthening relationships.

The decline in people’s willingness to support organisational change raises important questions about how organisations can best approach this issue. Is it worth considering the potential benefits organisational psychotherapy?

Ultimately, engagement with change is a cultural issue. Imagine an organisation where everyone is enthused about change, and sees it as not only inevitable, but as the norm, and as a source of much pride and joy. Would you prefer to continue suffering the slings and arrows of outrageous fortune, or take arms against your sea of troubles, and by acting, end them?