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Three Psychological Factors That Cause Strategies to Fail
There have been many instances where an organization's leadership has managed to get everybody on board with a particular strategy, but the plan never comes to fruition. In these cases, three underlying psychological factors often cause the strategies to derail. The first is passive aggressive disagreement. It is unlikely that everyone in an organization will agree with all of the nuances of a major strategic shift. The best organizational cultures encourage intelligent dissent, fostering open discussions and welcoming those members and stakeholders who do have questions or concerns to get involved. Those organizations that lack such an open culture often have too many stakeholders who voice their support but do little to make progress happen. The second is fear of confrontation. Today's managers are often hesitant to confront colleagues who do not fully engage in strategic shifts for fear of harming those professional relationships. Instead, they try to find a work around, and the result is often a watered-down, less effective strategy. The third factor that often derails strategies is lack of persistent top-down demands. These decision makers should point out the often invisible and deeply rooted cultural patterns that exist within the organization as a means of provoking dialogue and getting the ball rolling on change. In cases where the successful implementation of a strategy requires change across a number of functions, senior managers must make sure everyone is on board.
Forbes (10/28/13) Ashkenas, Ron
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