5 Doing: Think Faster
THE OBJECTIVE of Doing is to engage the organization in executing the change strategy. The key thought in this component of the work is faster. Complex, continuous change does not lend itself well to a ponderous, wait-and-see approach to execution. Instead the organization needs to move as quickly as possible to gain the benefits of current efforts and prepare itself for the next. The real way to get faster at change, however, is the opposite of what many believe. Delivering top-down dictates and charging ahead before you have taken time to figure out what you are doing or to get on the same page with others actually slows down change rather than speeds it up.
My colleague at CCL, John McGuire, talks about “slowing down ...
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