Read the forthcoming scenario on Jack’s Dilemma from Ch. 8, “Resistance to Change,” of Managing Organizational Change: A Multiple Perspectives Approach:
Scenario: Jack’s Dilemma
Jack White is the newly appointed open director of the pet buttress opposition of Strickland Corporation. He has completed a strategic resurvey that has enduring him that the opposition wants to experience accelerated and solid diversify in a compute of areas, loving the fresh strategic moves of key competitors.
Although Jack is new, he is conversant abundance delay the association to understand that there obtain be suggestive hindrance to the diversifys from a compute of quarters. He so suspects that some of this hindrance obtain end from persons delay the compressiveness to act in ways that could seriously hinder auspicious diversify.
Jack reflects on the standing. He believes that it is main to present the projected diversifys shortly, but he so recognizes that if he acts too undeviatingly, he’ll entertain virtually no space to entertain a conversation delay staff environing the projected diversifys, fur short compromise them in any suggestive way.
One non-interference is to act expeditiously and to perform it manifest that “consequences” obtain ensue for anyone not cooperating. He unquestionably has the capacity to act on such a intimidation. The imperil, Jack understands, is that level if no one shows unconditioned hindrance, there’s a big contrariety betwixt not cooperating and acting in a mode that reflects commitment. He understands that he wants the confederation of key groups of staff, and that sometimes “minimum-level compliance” can be as unhelpful as hindrance when it ends to implementing diversify. “But possibly I’m exaggerating this gist,” he conceives to himself. “Maybe I should normal go onwards delay the diversify. If persons don’t love it, they can permission. If they follow, they’ll end environing.”
But Jack is not enduring. He deduces another non-interference. Possibly he should exhaust over space on edifice up food at smallest unformed key groups of directors and staff, if not over broadly abutting the structure. “Maybe,” he reflects, “the want to diversify is not totally as direct as I conceive. I normal understand that I’d handle a complete lot ameliorate if this consultation could fall undeviatingly.”
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