Improving the success rate of organisational change with the 3-part habit routine

Abstract

Purpose - The objective of the research was to align the 3-part habit routine to intended organisational change initiatives that use discrete methodologies like Lean Six Sigma to achieve outcomes that are more successful than change initiatives deployed only from a technical systematic approach. Design/methodology/approach – An infield quantitative experiment designed to measure the longitudinal effects of mindfulness, organisational routines, and job satisfaction. Findings – This study does not provide empirical proof that the outcome to intended change initiative have improved with contextual cues over the predetermined time horizon. Research limitation/implications – The results suggest the 20-day time horizon of the study was insufficient to establish automaticity. The language used in the assessment tools chosen, posed a challenge in the context of a South African services organisation. Not including considerations for affective and behavioural factors into intended change programmes will continue to influence the effectiveness of change agents, and practitioners. Originality/value – Within the context of intended organisational change, this study aimed to amend embedded routines and/or automatic behaviours by providing contextual cues at a specific time of day.