E-MailResponsible Change
Significant flaws persist in our prevailing assumptions about the change process. Or so I hope, because as the title of Meg Wheatley's vital book puts it, there must be A Simpler Way [24]. A major flaw is that we executives and change consultants overwhelmingly view change as something for us to do to the organization and its people and processes. We choose when not to change and when to change, much like a bus driver alternately jamming on the brakes and then hitting the gas full force. Working within such an organization must be like sitting in the backseat of that bus. Each time the driver floors it, a well-crafted announcement tells passengers what new direction they are going in, assures them that this time it's the right direction, and guarantees that they'll come to agree with it too.
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