By Ted Zorn, Lars Thoger Christensen, George Cheny, George Cheney, Visit Amazon's Theodore E. Zorn Page, search results, Learn about Author Central, Theodore E. Zorn,
Precis will we actually need consistent switch explores the human and organizational effects of our infatuation with swap and recommends how you can stability the opposing, yet both useful, forces of swap and balance. ------------------------------------------------------------------------ Description switch has develop into an result in itself, now not a method to an finish. evidently there's a want for swap. enterprises have to adapt to new conditions and to organize for expected destiny stipulations. yet, argue the authors of this provocative new past the base line publication, swap and adaptability became "god terms"-terms which are authorised unquestioningly pretty much as good. All you want to do is invoke them and you may achieve the prepared assent of others. this occurs each time a new switch procedure comes along-TQM, reengineering, company method outsourcing, and so on. frequently the outdated approach is dropped-whether it's proven results-and the recent one is embraced, just because it is the most modern, possibly top, strategy to hold the sine qua non of contemporary administration: consistent switch. the frenzy to alter has develop into so speedy, so heated, and so unthinking in lots of circumstances that we infrequently have time to mirror on precisely what it truly is we are attempting to accomplish. And companies usually put out of your mind the truth that proven fact that consistent switch comes at a price-not simply in cash spent on specialists and seminars and coaching fabrics, but additionally in time, strength, and worker morale. a cost that frequently outweighs the theoretical merits.
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Extra info for Beyond the Bottom Line 2: Do We Really Want Constant Change?
Leadership Quarterly. 1998, 9(2), 177-20 I. 20. "What Does 'Employee Empowerment' Really Mean? nsf]. 42 Notes 21. James Collins and Jerry Porras. Built to Last: Successful Habits of Visionary Companies (New York: HarperCoilins. 1997). 22. Niklas Luhmann. Essays on Self-Reference (New York: Columbia University. 1990). 23. Vicki Smith. 23,315-339. CHAPTER FIVE: RESTORING THE BALANCE BETWEEN CHANGE AND STABILITY I. ). The Change Handbook: Group Methods for Shaping the Future (San Francisco. Berrett-Koehler.
In fact, the all-encompassing imperative to change, as touted by Tom Peters and others, is impossible for an organization or a society to sustain. For one thing, it overlooks the human need for stability. For another, it demands that organizations continually throw themselves into a state of chaos. " This notion is not only absurd but also ignores how important stability and predictability are for organizational efficiency. Therefore, it's hardly surprising that many organizations covertly develop strategies for containing change and securing some stable operations-all the while hopping aboard the change bandwagon.
Plus, there will be an opportunity to test a new initiative, see some results, and evaluate its future prospects. Employees balk at major changes because there's a common theme to many of the most popular change programs: people lose their jobs. What makes it worse is that management, and the high-priced consultants they bring in to "help," often frame the changes in upbeat or soothing language. Price Waterhouse Coopers, for example, touts its BPO program as "a win-win proposition for both the organization and its employees-and ...