What actually drives the organization to change – irrespective of what a so-called leader or change leader does, in my view – is its pride in performance. You see change in many, many companies. It can come through fear. It can come through stimulation. It can come through the need to turn failure into success. But to my mind the most continuously effective way of changing any organization is to develop pride in performance, so that people themselves want to change.
And that pride should go as far as possible down the organization. So there are good aids and bad aids to change. Fear is a bad aid in an organization, but you sure can use it as a leader if you see performance under pressure. It won’t help you in the long run, but it focuses people’s minds. Pride, on the other hand, is a great long-run determinant of performance and change.
Source: Prism (Arthur D. Little)
Subjects: Change Management, Organizational Behavior
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