I was convinced that the biggest problems of organizational change were complexity and confusion, and that if we could help companies explain things more clearly, their change problems would go away. Boy, was I wrong. I’ve discovered that people will often say they agree when they don’t agree. They will say they are on board when they are not on board. They will say that they don’t understand something when they understand it perfectly well. In a top-down organizational hierarchy, “I don’t understand” is a polite way of saying “No, I’m not going to do this.” Why does this dynamic play out time
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