The Problem with Change: And the Essential Nature of Human Performance

In 'The Problem with Change: And the Essential Nature of Human Performance', Ashley Goodall challenges conventional thinking about workplace transformation and employee performance. For managers looking to foster sustainable improvements, Goodall's insights offer a refreshing perspective on what drives success and why traditional approaches to change often fail.

Drawing on two decades spent leading HR organisations at Deloitte and Cisco, Goodall's central premise is that human performance, particularly in the context of organisational change, is often misunderstood. Instead of focusing on altering behaviour through external incentives or top-down mandates, Goodall suggests that true performance improvement comes from recognising and nurturing the inherent human qualities that drive motivation and growth.

The book asserts that traditional approaches to managing change - such as restructuring, new technologies, or rigid goal-setting frameworks- often neglect the fundamental nature of human performance, leading to what he calls “life in the blender” - a perpetual cycle of upheaval, uncertainty, and unease. Goodall argues that most employees are not resistant to change per se, but to change initiatives that feel disconnected from their core values and the real, everyday challenges they face.

The key to improving performance, according to Goodall, lies in creating an environment where individuals are allowed to leverage their natural abilities and intrinsic motivations. This involves moving away from a purely output-driven mindset and embracing a more holistic, human-centred approach to management. By focusing on building trust, understanding the emotional dynamics of teams, and offering autonomy, managers can unlock higher levels of engagement and effectiveness.

For managers, Goodall's book offers both a critique of traditional management techniques and a call to rethink how change is approached. The conventional wisdom of "command and control" is questioned in favour of a more adaptive, relational approach. Some key takeaways include:

• Reframe the Role of Change: Managers should consider change as an ongoing, organic process rather than a one-off event. Emphasising continuous learning and development over immediate results can lead to more sustainable performance improvements.
• Prioritise Trust and Autonomy: Goodall stresses that employees perform best when they feel trusted and are given autonomy over how they approach their work. This means managers should focus less on micromanaging and more on providing the resources and support employees need to excel.
• Align Change with Personal Values: Effective change management must account for individual values and motivations. Managers can drive engagement by linking company goals with personal aspirations, fostering a sense of purpose and shared mission among employees.
• Create Safe Spaces for Failure: Innovation and performance come from experimentation, and failure should be viewed as a natural part of the process. Managers should encourage a culture where mistakes are seen as learning opportunities rather than setbacks.
• Recognise the Emotional Elements of Work: Goodall reminds managers that emotions play a critical role in human performance. Acknowledging the emotional states of employees - whether stress, frustration, or excitement - can help managers respond more empathetically and effectively.

The Problem with Change offers valuable insights for managers who are navigating the complexities of transformation in the workplace. Goodall's emphasis on understanding the human side of performance is a crucial reminder that effective change requires more than just strategic planning - it requires a shift in how we perceive and nurture the potential of individuals. For any manager looking to lead their teams through change, this book provides both a critique of outdated practices and a roadmap for a more compassionate, sustainable approach to leadership.