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program of organizational change, however, the organization needs to
determine the answers to such questions as:

• What do we want to achieve with this change, why, and how will we
know that the change has been achieved?
• Who is affected by this change, and how will they react to it?
• How much of this change can we achieve ourselves, and what parts
of the change do we need help with?

Cause change and lead; accept change and survive; resist change and die.
Ray Noorda, technology pioneer and former president and CEO of
Novell Corporation.

However, real and deep change in an organization is not likely to occur

unless all of its members are committed to that change. No leader, no
matter how strong, can “force” people to accept new ways of doing their
work if they aren’t believers in those ways. No successful change will
occur if the staff doesn't trust the organization’s leadership, doesn't share
the organization's vision, doesn't buy into the reason for change, and isn't
included in the planning. This will be true regardless of how brilliant the
change strategy looks to be.

Embracing change does not necessarily mean moving against strong trends
or realities. Terry Paulson, the author of Paulson on Change, quotes an
uncle's advice: It's easiest to ride a horse in the direction it is going. In other
words, don't struggle against change you can’t control; learn to use it to

your advantage.

God, grant me the serenity to accept the things I cannot change, the courage
to change the things I can, and the wisdom to know the difference.
Reinhold Niebuhr.

Change is not a logical or intellectual process. It operates on various

emotional and interpersonal dimensions that are essential to mastering
change. It challenges long-held assumptions and encourages non-
traditional thinking. Jack Welch, the former CEO of General Electric

David Kolzow 229