Introduction - Section 2 - Why Organisational Transition Efforts May Fail

The most common management errors are classified under 22 main headings

I) Thinking That Your Organisation And Its Products/Services Are Bullet-Proof

Ii) Unable To Handle The Unexpected/Uncertain/Highly Improbable/Unforeseen Consequences, Ie Chaos Is Part Of Life

Iii) Not Understanding Organisational Culture (Including Behaviour Of Complex Systems)

Iv) Not Understanding Situational And Contextual Settings

V) Structural Inertia And Related Organisational Matters

Vi) Lack Of Buy-In/Ownership Of The Change Agenda By Staff (Especially The Informal Leaders)

Vii) Not Understanding The Need For A Holistic And Multi-Disciplinary Approach (Including The Integration And Impact Of Psychology And Neuroscience)

Viii) Not Understanding The Importance Of Timing

Ix) Not Understanding The Balance Between Intuitive And Analytical Approaches

X) Focusing More On Symptoms Than Causes

Xi) Measurement Perceptions

Xii) Not Understanding The Importance Of Stories

Xiii) Not Reading Social Signals (Body Language) Correctly

Xiv) Lack Of

Xv) Inappropriate Treatment Of Change

Xvi) Poor Negotiating Skills

Xvii) Some Myths (6)

Xviii) Too Much Reliance On Technology

Xix) Inverted U Concept

Xx) Emotion, Not Knowledge, Is The Catalyst For Change

Xxi) Importance Of Luck

xxii) Collective stupidity (intelligent people agree to stupid decisions, ie their thinking is shackled)