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Organizational change classic formula. It shows how key factors must come together so that organizational change has a chance to succeed, although success, obviously, is never guaranteed.
The initial dissatisfaction (D) must come with a vision (V), attractive enough to make us want to take the first steps (F) towards the fulfillment of that vision. It is not simply a matter of adding up factors (D + V + F), but rather a constant systemic interaction among them (D x V x F) : Dissatisfaction by itself doesn't make us move unless an alternative Vision gives us a foundation for hope to redirect our energy towards. Walking in that direction feeds and clarifies the Vision, and tends to make Dissatisfaction more and more difficult to bare, Vision more desirable, steps more decisive.
But all this will have a chance to really work only if and when that combination of energies becomes bigger, stronger, than the Resistance (our own or others' or both) to change. There are many things that can be said about resistance. It always must be taken seriously; it must always be honored, even when we don't embrace it. It is very important not to stigmatize it, not to pour blame on those who show it. Resistance to change has a role, and that role is important, and unavoidable. When we face it, we must remember that, somewhere else, some other time, we probably showed or are showing resistance as well to some other chance process. It is only through acceptance and understanding that Resistance to change can be overcome.
This is valid for any kind of organization, from a personal relationship to a country, as it is for parts of a whole: departments, sections, teams, groups.
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