We’ve all seen change that was well-intentioned and purposeful. Yet most examples of change are not sustained over time and sadly cycled back to the ways of the past. The cause of this seems to resemble a powerful magnet that’s imbedded in every organization.

This magnet fights the positive forces of change. As soon as these forces weaken or lose focus, the magnet powers up and takes over. Before long, the business-as-usual beast has made its return.

Does this sound familiar? I’ve certainly seen it, and you most likely have, too. Remember those New Year’s resolutions? We know that all progress depends on change, yet change is not really change without a fail-safe plan to sustain it over multiple business cycles.

The need for this is especially true for transformational change due to the scale and magnitude of the effect on an organization. The process is often referred to as change management. Change must be enabled, and so does sustainability.

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One of the best examples of courage is the man who asks to hear what he doesn’t want to hear. While it’s human nature to fear or dread bad news, the wisest among us will frequently ask for it. Why? Because winners change what losers want to leave the same.

Change starts by asking or investigating what’s wrong. This quest begins the assessment stage of programmatic transformations in reliability. Assessments are also referred to as audits, surveys, benchmarking and gap analysis. It can’t stop there. The next step is equally difficult and perhaps moves you out of your comfort zone. You must accept or acknowledge what is wrong. Many people instinctively want to play defense. You’ve seen how they respond during a substance-abuse intervention. Denial may even lead to lashing out at others to shift focus. Tunnel vision and denial impair real progress.

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