The truth is that in an increasingly complex world, plans are lies committed to paper. They’re mere horoscopes drafted by the people furthest from the action that diverge from reality the moment they’re published. Change plans are no exception. In fact, they’re worse. Getting everyone to execute in service of a strategic plan using their existing habits and practices is one thing. Getting them to change those habits and practices (and the mindsets that support them) is something else entirely.
I wonder what would happen if the working groups, or guilds or communities of practice created small scale changes, while opening their process to the staff fro longer term ideas or direction.
