By François Dupuy (auth.)
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Additional resources for The Chemistry of Change: Problems, Phases and Strategy
Sample text
The same can also be said for station masters who are assessed on the punctuality of departures from their station. So, when an incident occurs during a journey and the inspector asks the manager of the next station to call in the forces of order, there is little chance that his request will be heard and executed. Promises will be made to him but not kept, reinforcing his sentiment of isolation and abandonment. It is evident that the problems confronting these inspectors are a long way from those that a strategy for change, anchored on service attitudes, or even attitudes alone, would be likely to handle successfully.
Saying something is to expose oneself to reproach in the case of a problem. One cannot expect actors placed in this situation to always live it positively. This explains a few explosions – less easy for unions to control when they themselves are far from the reality. In the case under discussion, an incorrect interpretation of what an organisation really is, the hasty and protective simplification, the more general refusal of complexity, are going to produce unexpected effects: results which not only do not correspond to officially designated objectives, but which also aggravate the wrongs that they are supposed to remedy.
In a way, these officers had done their work by going on strike, and it was now up to him to do his work in understanding why. The true need is there and this is why knowledge is frightening to start with. Symptoms, these misunderstood pieces of information, show themselves in various ways. They are the organisation’s events. Sometimes they are technical and involve breakdowns, delays or a sudden increase in the costs of non-quality; at other times they may be financial and show themselves in a drop in profits, a fall in turnover or a loss of market share; in human terms, they may take the form of high absenteeism, repeated strikes, or employee claims that are never satisfied.