If change is constant then why haven't we mastered it yet?

I recently asked my colleagues and network ‘Do organisations understand the difference between Change and Programme Management?’. From this, many structured and insightful opinions were provided and this week I seek to delve deeper and question the prerequisites to the change process. 

“Everyone thinks of changing the world, but no one thinks of changing himself” - Tolstoy. We have become adept to the fact that organisational change is inseparable from individual change. Change programmes tend to not reach their full potential when individuals forget the value of changing themselves. ‘Leading Change’ by John Kotter is considered by many to be the leading work in the field of change management. This showed that only 30% of change programs succeed. Emily Lawson and Colin Price in ‘The Psychology of Change management’ put forward 4 basic conditions that are necessary before employees change their behaviour, these are: a compelling story, role modelling, reinforcing mechanisms and capability building. It is possible to assume that human nature gets in the way of successfully applying these conditions, which are ultimately necessary for change.

1. A Compelling Story – Employees must see the point of change and agree with this. What motivates change leaders doesn’t necessarily motivate most of your employees. Approaches to change management overlook the fact that when we choose for ourselves, we are far more committed to the outcome.
   
2. Role Modelling – Leaders can mistakenly believe they are already ‘the change’. They look to the famous account by Gandhi, “be the change you ant to see in the world”. Most executives don’t see themselves as ones that need to change. Most human beings do think they are better than they are. The key to role modelling is knowing what to change on a personal level. Amgen CEO Kevin Sharer asked each of his top 75, ‘What should I do differently?’ and then shred his development needs and commitment publicly with them.
   
3. Reinforcing Mechanisms – In change management, reinforcing and embedding change into structures, processes and systems is important. However, leaders need to understand people don’t behave rationally and so care must be taken. Extra care must be taken where changes affect employee interaction such a head count reduction and relocation.
   
4. Capability Building – In change, building skills and talents needed for the change is vital. Yet as change leaders attempt to drive performance by changing employee’s behaviours they forget the thoughts and feelings that drive behaviour.
   

My question to the network follows, “Although not one size fits all, how do you go about embedding change or react to change yourself?"