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The formula for change (or "the change formula") provides a model to assess the relative strengths affecting the likely success of organisational change programs. The formula was created by David Gleicher while he was working at management consultants Arthur D. Little in the early 1960s, [1] refined by Kathie Dannemiller in the 1980s, [2] and further developed by Steve Cady.
However, if the leverage points associated with the root causes of change resistance exist and can be found, the system will not resist changing them. This is an important principle of social system behavior. For example, Harich found the main root cause of successful systemic change resistance to be high "deception effectiveness."
These tactics implored on an organizational level aid in overcoming resistance and challenges when it comes to change. These tactics are more optimal for when an organization is trying to implement change at an organizational level or trying to enter into a new product space, but still work for other avenues.
Cognitive inertia is the tendency for a particular orientation in how an individual thinks about an issue, belief, or strategy to resist change. Clinical and neuroscientific literature often defines it as a lack of motivation to generate distinct cognitive processes needed to attend to a problem or issue.
Resistance (also referred to as backlash) to diversity efforts in organizations is a well-established and ubiquitous phenomenon [1] [2] that may be characterized by thoughts, feelings, or behaviors that undermine the success of diversity-related organizational change initiatives to recruit or retain diverse personnel. [2]
Organizational change fatigue or change fatigue is a general sense of apathy or passive resignation towards organizational changes by individuals or teams, said to arise when too much change takes place, [1] or when a significant change follows immediately on an earlier change. [2]
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The solution depends on how the problem is framed and vice versa (i.e., the problem definition depends on the solution) Stakeholders have radically different world views and different frames for understanding the problem. The constraints that the problem is subject to and the resources needed to solve it change over time.