Complex Systems and Change Management – A guest post by Philip Southwell
I used to think that I could drive change like Michael Schumacher used to drive a Ferrari. If I drove with consummate skill I would take the corners smoothly, overtake competitors and win the drivers’ championship. How wrong was I.
This approach led to frustration. Why wouldn’t people do what I wanted? Why couldn’t people see that the change I was advocating would further the aims of the organisation?
My frustration came because I didn’t realise one simple fact: Continue reading