Rol wrote:
>It seems we have missed perhaps two of the biggest reasons for resistance
>to change, and that is 1) that a lot of what is proposed is not a good
>idea, and 2) Even what is a good idea is often presented as a far simpler
>change than is really required.
>An example of the second kind occurred to me today. I resisted a change
>proposed by a technology manager who wanted to put a new system in that
>was easy to implement and 'gave' responsibility for certain work to
>people who did not previously have that responsibility.
Another example of the second kind can be found in the book Managing at
the Speed of Change by Conner. In it he illustrated a large gear,
connected to two medium gears, which in turn each is connected to two
small gears. When the large gear rotates a little - say a quarter of a
rotation, the medium gears will rotate half a rotation. And the poor
small gears will rotate a full rotation in response.
Imagine that, top mgmt may start a small initiative which requires only
small change. Small change from top mgmt's point of view. But it may
turn out to be serious change down the organization. - --
Slamet Hendry (sh@earthling.net)
Jakarta, Indonesia
--"Slamet Hendry" <sh@earthling.net>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>