Change-management
Change, by definition, evokes resistance in many people. Recognizing that resistance, naming it and (jointly) adequately anticipating it is difficult, but required.
The resistance to change often arises unconsciously and for various reasons. This is often not recognized and can have a negative impact on the success of change projects. It is not only the will and the means (money, time, people, etc.) to change that determine success, but also the extent to which each person is personally able to adapt.
Different agendas, characters, paradigms and unshared dilemmas, in combination with unforeseen setbacks, should be named and discussed. Without this having harmful consequences for (work) relationships and the organization. Empathy and human knowledge are often not sufficiently present. Just like sufficient knowledge of other departments and the market.
Self-interest regularly takes precedence over the public interest. Whether consciously or not and often also driven by imposed (individual) short-term objectives. On the one hand understandable given the pressure from stakeholders (shareholders, governments,..), but not always in the interest for the medium and long-term objectives of the company.
Disagreements which are discussed substantively, respectfully and substantiated, are essential for growth. From the individual employees, teams and the organization. Avoiding them is a missed opportunity and can even be counterproductive. Substantive disagreements are often seen as (risk of) relational conflicts. Because emotions are involved they are therefore often avoided. Not all perspectives are then shared. With the risk that frictions, in-efficiency and/or in-effectiveness will arise later on.
Strong teams consist of strong individuals who not only complement each other, but also strengthen each other in their personal growth, of their team and company /organization. Substantive conflicts are an important part of this. Diversity of different opinions and perspectives is essential for important big decisions. Adaptability and solution-oriented thinking are important qualities in how we can deal with this change. Not obvious. Certainly not since we often look at it differently from different disciplines and characters. People from Finance, Sales, Logistics and IT, for example, deal with this differently. That can clash, but also work complementary. It is important to recognize and use this.
There is also a chance that change projects will be used to pursue perfection. To want to become 'Best of class' too quickly. However, there is a risk that 'nice to have's' will be seen as 'necessary', implementing more complexity than necessary. This can then reduce both efficiency and effectiveness and thus overshoot the purpose of the changes.
Which decisions are made? That take into account (necessary) changes for the organization and that serve both the short- and the (medium) long-term objectives? Often not the easiest decisions. In it, leaders can distinguish themselves from their colleagues and/or competitors.