Reconsidering change management: applying evidence-based insights in change management practice.

摘要

Imagine a group of managers and employees of an organization engaged in a simple experiential exercise designed to demonstrate barriers to change [1]. One of the participants plays the role of chief executive officer (CEO), a subset play managers, and the remainder are workers. Both groups, and each individual, have different motivations to change. While the managers huddle with the CEO to determine a course of action to get the workers to change, the workers wait and speculate. Each participant is thinking about the present as if it were the past, and makes assumptions about what to do. But what if they are wrong [2]? No change happens.