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REINVENTING STRATEGY Using Strategic Learning to Create and Sustain Breakthrough Performance phần 8

Trong khi giám đốc điều hành của công ty rất tự hào về các dịch vụ họ cung cấp-một Tổ chức thành công là, theo định nghĩa, các tổ chức làm những điều đúng. Họ được làm đầy với những người rất tự hào về các tính năng kỹ thuật, hành chính, quản lý và | Overcoming Resistance to Change 185 Figure 9.1 Strategic Learning The Leadership Process People must also help his or her people overcome the natural opposition to change nearly all humans instinctually feel. Because of this deep-rooted resistance to change there is no greater leadership challenge than leading an organization through large-scale change. The key is to transform people s resistance to change a negative into active support of change a positive . This requires strong inspiring leadership. As you may recall from our discussion of the sigmoid curve in Chapter 2 success contains the seeds of its own destruction. The key to long-term survival is to change while you are still success-ful but this is also the most difficult time to change. If it ain t broke resisters will say why fix it But that is a self-defeating mind-set. Once things have started to go bad support for change will grow but the probability of success will diminish. As we ve seen this is one of the painful paradoxes of business A change effort enjoys the highest chance of success when support for change is at its lowest while the lowest chance of success exists when support for change is at its highest. One of the leader s greatest challenges then is to find ways to motivate people to embrace change 186 OVERCOMING RESISTANCE TO CHANGE A B Critical for Success Figure 9.2 Change Leadership Getting from A to B Source D. Nadler and M. Tushman. 0 Future State at times when the need for change is not apparent to foster adaptation and innovation in an atmosphere more naturally conducive to pride self-satisfaction and complacency. Think of change leadership as the challenge of successfully leading the organization on a journey from point A to point B see Figure 9.2 . An adaptive organization is constantly undergoing a series of A-to-B changes each is a journey that must be skillfully managed. It s a series of point-to-point shifts that add up to a cumulative ongoing process of evolution. Getting .