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Possible sources of complacency

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Lack of Common Urgency and No Power Coalition

The approval story points out the lack of urgency from the line managers and workers whom need to implement the new processes and new software the change agent desires for company improvement. Although Ted believes he has approval to move forward with this change, once underway he realizes that everyone else is not aligned with the change effort as necessary. The executive committee signals acceptance for the analyzed change. However, adequate buy in from other important people to facilitate the change has not occurred. Ted Watson is consumed by questions and rejections from employees who seem annoyed at the new change and its affects on them. A hierarchical or autocratic change is not the best way to initiate change. Because the actual people needed to get on board with the business idea where not formed into a working coalition to shepherd the change initiative, the idea is ground to a halt and must be started anew. One of the main problems in this scenario stems from the overestimation of the support for change and the underestimation of the resources and tools necessary to work the change. Once these deficiencies were realized, change manifested itself in high complacency among the business employees and by their rejection of change. (Kotter, 2002)

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