Understanding Change in .NET

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Understanding Change
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unlearning, previous understandings need to be discarded and actions need to be stopped in order to do new things Unlearning can be dif cult, because we need to give up something we think we know in order to advance our knowledge It s like walking backwards so that we can change direction and move further forwards Before we can start to walk backwards, we rst need to recognize the need to change direction After the recognition of the need comes the decision, and then the action In practice, this can be dif cult We need to stop acting in a particular way It may be that we re giving up something that has brought us success in the past This can entail an element of personal risk as we move from what we know well to something we know less well Where knowledge has served us well in the past, it can be dif cult to put aside Unlearning isn t something that we need to do every day Most days, we can work with the knowledge and experience that we have to hand like the singleloop learning we discussed ( 4) However, when we need to go deeper and engage in double-loop learning, we may need to re-examine what we think we know In this way, the exercise of unlearning is the exercise of exposing and changing mental models as proposed by Senge ( 5)
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76 Charting a Course
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Given the 70 % failure rate for change programmes, it may seem illogical for anyone to embark on such a programme Radical change seems the most risky, but the alternatives aren t risk free either Faced with such odds, it s hardly surprising that many managers choose to do nothing Yet not changing also involves risks; these risks are just less obvious Undoubtedly, radical change is sometimes necessary Sometimes things are just so bad that something has to be done Companies sometimes get themselves into a position where the only option is to lay off thousands of workers, to restructure divisions, axe departments and so on The bad news seems to be: if you face the need to change radically, you re most likely going to fail in your attempts No wonder so many people put off changing and try to avoid it Given the statistics, sticking your head in the sand and ignoring the need to change is almost the rational thing to do The answer to this problem is not to get in this position in the rst place Faced with the question How do I save my organization from impending doom no wonder the answer is so often You don t want to start from here Individuals and organizations need to take proactive action to avoid getting into situations in which risky radical change is required The consistent
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application of continual change and learning can help avoid the need for radical change, and help reduce the disruption when radical change is needed This means taking action now to avoid radical action later Taking some risk now should result in less risk overall Even with continuous change and improvement, there s no guarantee that the need for radical change can be avoided, but we can reduce the chances of needing it On the other hand, if we don t practise regular change and improvement, we ll eventually encounter the need for radical change If we don t take matters into our own hands, then eventually we ll lose control Continuous improvement is no easy option We need to proactively promote learning and engage in change This means creating a culture that encourages learning and accepts change, and it means allowing slack in the workplace so that people have the time and resources to learn and change
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