Now, do you think I really believe people don’t resist change? Well, if I did, I’d have to be on some powerful medication. People do resist change. You do. I do. Everyone does.
But wait! Do you like any of the following? Getting a new car? Going on vacation to some place new? Going out to dinner to a new restaurant? Trying something new for dinner? If you answered “Yes” to one or more of those questions, then YOU LIKE CHANGE! So, then, why does change get such bad press?
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Just saw it again on Twitter:
“Best coaching question ever asked: ‘ What if it’s and…and, instead of, this… or… that?’ ” I admit that I don’t know the context, but that struck a discordant note.
At one time, I considered this (and similar) sentiments to be the height of wisdom. And the people who uttered such profound statements sounded so reasonable. “We’re dealing with a paradox … we need to have both/and thinking … we must think outside of the box … etc., etc.”
I don’t wish to deny complexity: some solutions are not easy. And yet (here I go), I have to plant a flag in the sand: NO MORE FUTURISTIC GOBBLEDY GOOK!
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[We were quoted in today's press release by the same title from the Society for Advancement of Consulting (SAC). We recommend our thoughts (of course), as well as those of our colleagues, on preparing for the worst. Also, if this topic - Risk Mitigation - interests you, check out George's recent posts at TroubleShootingLogic.com. -- Rob]
The Society for Advancement of Consulting® (SAC®) has asked its global membership to comment on whether businesses can really prepare for the catastrophic, such as the BP rig explosion in the Gulf of Mexico. SAC CEO Alan Weiss, PhD states, “It’s more important for businesses and our clients to learn and prepare, rather than merely second-guess.”
“Many organizations have no idea which of their services are business critical and those they could get along without if they had to,” says Wayne McKinnon, President of the McKinnon Group in Ottawa. Wayne says that he encounters this quite often. “In fact, when I helped organizations in their pandemic planning efforts, neither managers of business units nor line workers knew which assets supported which services. Each thought the other knew.” He notes that it is quite common for line workers to have a difficult time associating their actions with business outcomes.
“Plan B (in case something goes wrong) and Plan C (in case something catastrophic happens) are hallmarks of excellent business planning.
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