People don’t resist change. They resist being changed.(Peter Senge, author and director of the Center for Organizational Learning at the MIT Sloan School of Management)
AS A LEADER or perhaps as an employee you may have had a variety of experiences of change. Some of that may be positive, but, more likely, some not so positive. I take that slightly negative position because of the research on change within organisations. It presents a somewhat sobering fact: in 1995 only 30 per cent of change programmes in organisations were succeeding.1 In 2006 the figure had not changed!2
So what is it that the 30 per cent do? And how does the answer to that question relate to our focus on strengths? What does this mean for you when ...