Most management consulting today – whether it is prescribed from books or articles, or in courses of consultants – says that change is good and change is more better. Tips on how to change varies quite a bit, but it has three common characteristics: “Creative destruction” is his motto. “Change or Die” is his justification. And “no pain, no change” is his justification for overcoming a supposedly innate human resistance to change. The author admits that creative destruction, it may be necessary, and even pref … Read more »

Most management consulting today – whether it is prescribed from books or articles, or in courses of consultants – says that change is good and change is more better. Tips on how to change varies quite a bit, but it has three common characteristics: “Creative destruction” is his motto. “Change or Die” is his justification. And “no pain, no change” is his justification for overcoming a supposedly innate human resistance to change. The author admits that creative destruction, it may be necessary and even preferable in certain situations. Companies that have docile have enjoyed captive markets, suppliers and government support the rude awakening it provides. In such cases, organizational stability is so ingrained that creative destruction is also the best way to achieve change with the least amount of pain. But with every change avoider today, he says, there are many more “change-aholics” – companies that have changed more aggressively, quickly and repeatedly as any organization could hope to do successfully. They have often suffered “more pain, less change.” The author urges leaders at these companies to their organizations continuously monitor for symptoms of repetitive change syndrome: initiative overload, associated with changes chaos, employee cynicism and burnout
.
«Hide

from
Eric Abrahamson
Source: MIT Sloan Management Review
5 pages.
Release date: 01 December, 2004. Prod #: SMR131-PDF-ENG
Avoid Repetitive change syndrome HBR case solution

[related_post themes="flat"]