Controlling the Temperature of Change

“If you try to stimulate deep change within an organization, you have to control the temperature. There are really two tasks here. The first is to raise the heat enough that people sit up, pay attention, and deal with the real threats and challenges facing them. Without some distress, there is no incentive for them to change anything. The second is to lower the temperature when necessary to reduce a counterproductive level of tension. Any community can take only so much pressure before it becomes either immobilized or spins out of control. The heat must stay withing a tolerable range–not so high that people demand it be turned off, and not so low that they are lulled into inaction.”

-Heifetz and Linsky, Leadership on the Line. pp 107-108.


~ by toddbumgarner on May 20, 2010 5:36 am.

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