CHAPTER FIFTEENTAPPING THE POWER OF EMERGENT CHANGE
Jill Hinson and David Osborne
“In the world of unknown unknowns, we can’t hope to precisely predict the behavior of critical systems, and we shouldn’t presume that we can manage behavior with precision either.”
—Thomas Homer-Dixon, 2009.
Leaders and organization development (OD) practitioners spend an enormous amount of time thinking about and planning for change efforts. Often leaders have in mind specific outcomes and a specific way the change should unfold. Yet, approximately 70 percent of change efforts fail. Research reveals that leaders feel change is both hard and slow (Hinson & Osborne, 2010). Leaders want change to happen faster. In fact, the world is demanding that organizations ...
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