Page 231 - 4- Leading_from_Within

• Unclear or overreaching expectations without a good measurement
system for evaluating the change.
• Not changing the organizational systems to align with the change,

such as training, compensation, information flow, or promotion.
• Management not realizing successful organizational change takes
persistent efforts that may last years.
• Management blindly following a technique, which can be like trying
to force a square peg into a round hole.

• Assuming training employees is the only change that they need to
make.
222

Another reason that introducing change into an organization poses
problems is that an initial drop in performance typically occurs before it

rises to a level above what it was previously. 223 This drop in performance
can cause people to become discouraged initially and decide to abandon
any attempt to embrace the needed change.

Before an organization begins to think about changing its procedures,
practices, and mindsets, it is important to determine where it is with

respect to the needed change. Ken Blanchard suggests the following
questions to assess the situation:
• Is your organization on track to achieve its vision?
• Are your organization’s initiatives delivering the outcomes
desired by your Board and/or stakeholders?

• Is it delivering those outcomes on time and within budget?
• Is your organization maintaining high levels of productivity and
morale?
• Are your customers excited about your organization?
• Is staff energized, committed, and passionate?
224

222 http://www.organizedchange.com/faq.htm. and Ken Blanchard, Leading at a Higher Level, Upper
Saddle River NJ: FT Press, 2010, pp. 195.
223
Ken Blanchard, Leading at a Higher Level, Upper Saddle River NJ: FT Press, 2010, pp. 193.
224
Ken Blanchard, Leading at a Higher Level, Upper Saddle River NJ: FT Press, 2010, pp. 194.
David Kolzow 231