Leadership & Change

In order for change to take place, incentive for change has to overpower status quo. (And just how powerful is the inertia of status quo?)

"Not all change is progress, but there can be no progress without change." --Ad. from John Wooden

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What is Your Organization’s Capacity for Change?

In a survey of full-time employees in the U.S., Katzenbach partners found that the group was split 50/50 in their assessment of their own organization’s ability to “change the way things are done.” In the group that said it was easy to change things, 51% described their work environment as positive (and 67% of them enjoy their work). In the group where it was hard to change things, only 21% described it as positive (and only 48% enjoy their work).

Disrupting Class [Clayton Christensen]

Untold numbers of school reformers and philanthropists have bloodied themselves by bashing the barriers that bar change in the existing system. Changing the textbook adoption process, confronting the demand for standardization, and countering the power of teachers unions are just three of a litany of factors that have rendered change a seemingly hopeless cause for many. And yet disruptive change has swept through many other heavily regulated and unionized industries. How did it happen? Never did success come through a head-on attack against the regulations and network effects that constituted the power of the status quo. Rather, the disruption prospered in a completely independent system outside the reach of regulators. Once the new system had proven itself to be viable and better and the bulk of customers had migrated to the unregulated system, its regulators responded to the fait accompli. Rarely has revised regulation preceded disruptive revolution. (p 141)