by Dr. James Omps
It is well known that the value and the eventual success of any worthwhile project, program or movement depends entirely upon two key elements:
The major misconception many businesses and organizations face when implementing change is, they inadvertently mistake successful installation of a new project with the realization of the intent of the project, e.g. New and important initiatives are properly installed but the returns expected never seem to actually manifest themselves.
It’s not difficult to see how inadequate application, lack of follow-through and ineffective oversight carries with it a high potential to damage the reputation of an organization both fiscally and culturally. It is safe to say that initiatives having the highest potential for failure are those only partially implemented or those never serving as intended. The primary reasons for such failure are:
It is the human component that gives rise to interdependencies and that, in turn, exposes them to the extent that they can be dealt with. If all facets of the total system that are affected by the change initiative in question are not taken into full consideration, then the initiative will always be partially installed at best and will fail to produce anticipated results. In all of this, the executive’s moment of truth comes after the project has been installed using the right course of action. It is then that he/she learns whether or not the intended outcome has been realized. That being said, there are four possible outcomes: