why we love black-and-white choices so much
Our brain gains an efficiency advantage from categorising information: by thinking in categories, we do not have to re-evaluate everything each time. Handy, but sometimes that categorisation blinds us. We start thinking in boxes and colours and miss nuances in our decision-making process. It is precisely with complex questions, when we cannot grasp all the information, that we reach for simple choices.
the danger of a polarising message
Think of the eternal "management versus leadership". Too often such a theme comes with a polarising message — "the management past is wrong, the leadership future is good" or "self-management is the new standard". Suppose you become convinced that organisational form X is the solution and enthusiastically promote it. Then it is precisely that simplified message that makes the organisation look pityingly at your well-intentioned initiatives. In reality it is about a balance: between letting go and structuring, engaging and steering, innovation and "business as usual".
which change management model do you best choose?
To that question we do not give a black-and-white answer. Choosing from the multitude of models is above all a matter of knowing which model best fits when. It is an AND, not an OR story. So let your search be one with nuance and room for debate: what works, what does not, what is needed and what is superfluous. One model worked out in detail can be found in Kotter's 8 steps and the human factor — a strong roadmap that you supplement with attention to people.
Your concrete action points
Do not elevate any model to the truth; use models as lenses, not as law.
Determine per situation which model yields which insight, and combine where it reinforces.
Distrust polarising "X is wrong, Y is right" messages; look for the balance.
