Med-Surg là sử dụng những hiểu biết của mình để biến đổi từ đơn giản chỉ là một nhà cung cấp hàng tiêu dùng để trở thành một nhà cung cấp dịch vụ knowledgebased cũng. Nó tiếp tục bán găng tay cao su, gạc bông, và tất cả các vật tư khác | An Equation for Successful Change 191 Think of yourself as the bull and your competitors as matadors. To take a risk and change your routine will be unsettling but to play it safe and retreat to your carencia is far riskier. An Equation for Successful Change At Columbia Business School we use a simple equation involving dissatisfaction vision process and cost D V P C to show how successful change is brought about. It takes basic rules of psychology and converts them into a practical business method for leading change see Figure . What the equation tells us is that for change to be successful there needs to be dissatisfaction with the current state a clear vision of the future state and a practical process for getting there. These three factors in combination must be greater than the cost of change. Notice that the first three elements in the equation are multiplied by one another. In mathematical terms this means that if any of the boxes equals zero the product of all three will equal zero. In other words if any of the first three elements dissatisfaction vision and process is completely lacking the change effort will be unsuccessful see Figure . Thus When D dissatisfaction with one s current state is missing there is no felt need for change. People refuse to support any change effort because the overwhelming mood is one of D V P C Dissatisfaction with Current State Clear Vision for Change Process for Getting It Done Cost of Change Figure Equation for Successful Change Source M. Beer adapted from R. Beckhard and R. T. Harris. 192 OVERCOMING RESISTANCE TO CHANGE complacency and smugness. The prevailing sentiment is Why should we give up what we know When V a clear vision for change is missing people recognize the need for change but can t envision the end state. The result is a mood of anxiety and confusion as people struggle to understand where the organization ought to be heading. The prevailing sentiment is We re being asked to give this up but for .
