Introduction
No-one likes change. As a species we prefer things just the way they are. We are much more comfortable with consistency, secure with stability and positive about permanence. Our need to curb change seems to hold true regardless of culture, geography, education or background. And nowhere is our relationship to change more tortured than in business.
Most leaders ask for ‘no surprises’ from their team. Markets abhor an unexpected gain almost as much as a loss. Why? Because unpredicted profit suggests a potential fragility, a poor understanding of the market or the economy or that some form of instability is at play. All these things are warning signs of future losses. Often, far greater problems are created ...
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