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Brexit Change Management

Brexit

The ugly, synthesised word that has, today, come to signify the British peoples’ decision to leave the European Union is now assured of a long life. I am on the losing side and shocked. My readers will not be surprised to learn that I am looking for Change Management lessons even while I think about whether there is anything I can do to protect my selfish interests (I do not think there is).

The received wisdom for binary decisions such as offered to the UK voters is that the status quo will have an inherent advantage. Human nature tends to be risk averse. The case for change has to be rather robust to overcome that instinct. The knowledge that a change will likely involve the roller coaster that is our Change Curve and include a period in the wilderness weighs heavily.

So what happened here in the UK? I should mention at this point that it was mostly the English rather than the British that have forced this pending Brexit.

The Brexit arguments, even when I did not agree with them, were positive and sometimes appealed to another basic instinct; jingoism. The arguments for staying in the EU were often framed as if threatening a naughty child with a loss of privileges.

In this case it seems the good folk of England (ok, and Wales) decided to test the boundaries. As is occasionally observed at international soccer tournaments, we English do have a naughty streak.

So now the challenge is to sell the advantages of Brexit to me and the 16 million Brits who voted and lost. Right now I am frightened, angry and not at all

By Peter Lewis

Peter is the Managing Partner of SpeedReach Business Transformation Ltd., a UK based consultancy specialising in helping clients to implement business initiatives more quickly and effectively through a proven, structured approach to Project and Change Management.