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going ’cause you might not get there. Large-scale organizational change
usually triggers emotional reactions, including denial, negativity, reluctant
choice, tentative acceptance, or resistance to commitment. Leadership can
either facilitate this emotional process or ignore it. Clearly, the latter

course places the transformation effort at peril. 235

More on this subject of managing change can be found in Chapter 6 of this
author’s book on Managing for Excellence, which is available by sending an
email request to drkolzow@bellsouth.net.

Exercise 29: With your staff, choose one major socioeconomic
change occurring in your community or region. Have a dialogue
about that change to ensure that everyone is in agreement about the
nature and significance of that change. Then have a dialogue about
the implications of that particular change on the functioning and
direction of your organization, and how the organization itself might
have to change to deal more effectively with that external change.

235 Carol Kinsey Goman, Ph.D. “The Biggest Mistakes in Managing Change,” #506 from Innovative
Leader Volume 9, Number 12, December 2000.

David Kolzow 240