1. BTN Round Table
“Change Fatigue”

2. BTN Round Table – “Change Fatigue”
Set-up for this evening’s conversation – care of Professors David Garvin & Rosebeth Kanter,
Harvard Business School
Change Fatigue can arise... because many changes are started but not fully completed ...due to reasons
such as leaders being moved , the organization needing to respond to changes in the external
environment / competitors, or a loss of interest in projects ....
... Change Management techniques have focused on command-and-control approaches that have the
potential to de-motivate skilled, knowledgeable workers and give rise to resistance to change and poor
performance ...leading to staff disengagement.
Putting the Lipstick on the Bulldog... Leaders identify an ugly process or product that needs improving,
and after struggling with implementing a change that proves to be difficult, decide to make the situation
look better superficially, before quickly moving on to the next project.
The end result of the exercise is the bulldog’s appearance fails to improve, and now it’s angry!

3. BTN Round Table – Change Fatigue
What is ‘Change Fatigue’?
•Do we have a common definition / understanding?
•Does the presence of Change Fatigue tell us that we’re at risk of “putting lipstick on the bulldog”?
•How is “Change Fatigue” different from poor employee / end user engagement?
What are the signs of Change Fatigue / how can we look for the evidence of it?
If we should only really “measure what matters”, is Change Fatigue important enough to
measure?
•What are the best KPIs for measuring Change Fatigue?
•How does this work in enterprise transformations in which multiple major / multi-year programmes
cut deploy simultaneously to the same user groups?
•How big is the size of the “Change Fatigue” problem?
How should we respond to and manage Change Fatigue?
•What roles should be accountable for the level of Change Fatigue?
•What interventions / approaches effectively constrain or avoid Change Fatigue?