Mastery: The Keys to Success and Long-Term Fulfillment

by George Leonard

No need here to count the ways that organizations and cultures resist change and backslide when change does occur. Just let it be said that the resistance here (as in other cases) is proportionate to the size and speed of the change, not to whether the change is a favorable or unfavorable one. If an organizational or cultural reform meets tremendous resistance, it is because it’s either a tremendously bad idea or a tremendously good idea. Trivial change, bureaucratic meddling, is much easier to accept, and that’s one reason why you see so much of it. In the same way, the talkier forms of psychotherapy are acceptable, at least to some degree, perhaps because they sometimes change nothing very much except the patient’s ability to talk about his or her problems.