Avoiding Repetitive Change Syndrome Harvard Case Solution & Analysis

Most of the recommendations on management of today - whether from books or articles prescribed in the courses or consultants - says that change is good and more changes the better. Advice on how to change varies quite a bit, but it does have three things in common: the "creative destruction" is his motto. "Change or die" is his justification. And the "no pain, no change" is his justification to overcome the supposedly innate human resistance to change. Author acknowledges that creative destruction may be necessary, and even preferable, in certain situations. Companies are captive market, docile suppliers, and government support may need rude awakening it provides. In such cases, organizational stability is so ingrained that creative destruction may even be the best way to bring about a change with the least amount of pain. But with every change Avoider today he says, there is still a lot of "change aholics" - companies that have changed more aggressively, quickly and frequently than any organization can hope to do well. In the process, they often suffer from "more pain, less change." Author encourages managers to such companies to monitor their organizations are constantly on the symptoms of changes:. Initiative overload, change-related chaos, employee cynicism and burnout "Hide
by Eric Abrahamson Source: MIT Sloan Management Review 5 pages. Publication Date: Dec 01 , 2004. Prod. #: SMR131-PDF-ENG

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