implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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| implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes [2016/10/18 07:17] – [Other Ideas] hpsamios | implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes [2016/10/18 07:19] – [Other Ideas] hpsamios | ||
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| “Formula for Change” created by David Gleicher and later refined by Kathie Dannemiller. It says little about sequence but highlights critical elements for change to take place. It reads as follows: | “Formula for Change” created by David Gleicher and later refined by Kathie Dannemiller. It says little about sequence but highlights critical elements for change to take place. It reads as follows: | ||
| - | organizational_change = dissatisfaction x vision x first_steps | + | |
| For organizational change to take place, there must be dissatisfaction with the current situation; there must be a vision of something better; and there must be some first tangible and credible steps toward it. The product of the three must be bigger than the resistance to change. If any of the three is low or zero, the resistance will normally be bigger and kill the change. | For organizational change to take place, there must be dissatisfaction with the current situation; there must be a vision of something better; and there must be some first tangible and credible steps toward it. The product of the three must be bigger than the resistance to change. If any of the three is low or zero, the resistance will normally be bigger and kill the change. | ||
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