Major change efforts often run into the sand because no-one really understands them. They also become side-tracked because they disrupt personal relationships, deeply embedded habits and widespread expectations. It should be no surprise that so many consultants' reports end up on the shelf or as doorstops.
when you have to be a bottom-line-oriented person is fraught with hazard because situations can be needlessly and endlessly intellectualised. It is like the paralysis of analysis, only worse.
using disparate contradictory and alien perspectives can lead to arguments about what the implications are, and to all-round confusion.
may entail using Consultants who, while rarely towering intellects, will certainly know enough to make you feel relatively inadequate and helpless. Not all will refrain from exploiting their position.
, whilst moving against convention and group pressure to maintain the status quo, can introduce complications that compound the confusion of thinking things through.
can encourage everyone to be more self-assertive and this can have a fragmenting effect in relation to plans and joint working. <![CDATA[ ]]>
with the aid of expert investigations can be problematic because such findings are impersonal and depersonalise the organization by ignoring political factors, ingrained habits and conventions.
as required by failure or new thinking is likely to cause destabilization even when it is obviously required, because it upsets the assumptions and expectations of staff.
Go to making the transition to Stage-7, and then
continue the journey to Stage-7: Mastering the future.
Originally posted: July 2009