p.328 talks about "What makes organizational change efforts successful?"
The section identifies 3 main criteria - how widely change was accepted by stakeholders, how pursuant the results were to goals, and how the change may have unintended consequences.
These three are so tied to each other, it's hard to separate them into mutually exclusive entities. When I first started working, I thought that goals were the ultimate criteria. It didn't matter how the change occurred and who liked it... the bottom line was, did it accomplish the intended goals? I quickly learned that is not the case. If the change is not widely accepted, I witnessed that the results often reverted quickly. Change is easy to push through for short term goals, but acceptance was needed for long-term change goals.
Likewise, I've experienced so many cases of unintended consequences. Whether this entails poor planning or diagnosis, some of these consequences were very obvious. Short-sightedness and tunnel vision is prevalent in some groups I've been in - "eye on the prize, focus on task at hand." An outside perspective often helps shake things up and lend a shred of common sense to some change projects.
Streaning Star Trek: Insurrection Full Movie
6 years ago
1 comment:
Unintended consequences for change are more likely to occur if the change was not well thought out at the very beginning. It takes a lot of time to come up with a list of consequences and the ways to deal with the change, and the less time given to the process of making the list of consequences, the more unitended consequences that one has to deal with later on. The planning process for the change has to be well thought out.
I heard that after a 10-storey library was built, it could not be used to store books on every floor because the builders didn't take into account the weight of the books! :) So the library only has books on every alternate floor, because that was the only way the building could withstand the weight of books :)
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