Utilizing States of Organizational Readiness
A LOT OF US like to think that good planning and solid management are the keys to successful change. However, the course of most change efforts frequently belies this orderly expectation.
Those of us who are experienced change agents—whether managers or consultants—certainly, at one time or another, have been confounded and frustrated by the inconsistent outcomes of careful planning.
It seems that some interventions work effortlessly—a little advice, a simple instruction, or some just-in-time training is all that is required. Even for complex and difficult problems. On the other hand, many of our best efforts, ones which combine our most brilliant, time-consuming ...