Responding to the “What’s the point?” question from the team.

That question often comes from experience. People have seen previous attempts at change fail so badly that they’ve lost confidence, or simply stopped caring. I think you’d agree: people don’t resist change; they resist badly managed change.

If that attitude is widespread, you’ve got a serious change readiness problem. It means your people aren’t prepared, or willing, to accept, initiate or sustain change. 

And that’s exactly where your change process needs to start - to examine this question and the culture.

You did well to create space in your workshop for people to speak openly about past failures and to explore what a better approach could look like. 

Hiring expensive consultants won’t give you this feedback. Only genuine conversation and trust will.

The other thing to check is change energy. If it’s low, you’ll need a slower, more deliberate approach. If it’s high, you can move faster and take bolder action.