Why do so many change initiatives fair badly? The answer primarily relates to inadequate or the wrong type of consultation. It may sound obvious, but the people who are ultimately impacted by the change need to be consulted. At Imparo we refer to this as consulting with the ‘grass roots”. This ‘grass roots’ cohort are people who will ultimately make or break the change initiative.
The Dunning–Kruger effect first appeared in the Journal of Personality and Social Psychology in 1999 in a journal titled Unskilled and Unaware of It: How Difficulties in Recognizing One’s Own Incompetence Lead to Inflated Self-Assessments
This case allows for an in-depth exploration of numerous topics and concepts, including organisational change management, stakeholder communications, engaging with volunteers, planning change processes, relationships between public sector and not-for-profit organisations, and procurement processes.