Hi ,

Here is a change management failure that rarely gets discussed openly, because its symptoms look like something else entirely.

The project is overmanaged.

Employees are not resisting the change.

They are resisting the change management response to it.

The communication volume is disproportionate.

The training program was built for a workforce undergoing a fundamental transformation and deployed on a team switching from one software platform to a slightly better one.

This is what strategy miscalibration looks like, and it begins with one diagnostic step that most change programs either skip or rush: correctly identifying the actual amount of change that is taking place.

An iPhone upgrade and a manual-to-digital transition are both changes.

They are not the same change.

The gap between the current state and the future state in each scenario is categorically different, and the strategy required to support each impacted group through it must reflect that difference precisely, not approximately.

In our latest post, we break down the step-by-step framework for correctly assessing change magnitude before building a single element of the strategy, including how to measure the gap across four specific dimensions that each carry different strategic implications, why overcalibration generates resistance that the change itself never would have produced, and how to translate the magnitude assessment into a resource and timeline recommendation that a project sponsor can understand and defend.

The most effective change strategies are not the biggest ones. They are the most accurately calibrated ones.

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