{"id":181,"date":"2024-05-28T11:14:23","date_gmt":"2024-05-28T15:14:23","guid":{"rendered":"https:\/\/institute-x.org\/blog\/?p=181"},"modified":"2024-05-28T11:14:27","modified_gmt":"2024-05-28T15:14:27","slug":"the-truth-about-involuntary-buy-in","status":"publish","type":"post","link":"https:\/\/institute-x.org\/blog\/2024\/05\/the-truth-about-involuntary-buy-in\/","title":{"rendered":"Involuntary buy-in: the  truth about change"},"content":{"rendered":"\n<div class=\"wp-block-rank-math-toc-block\" id=\"rank-math-toc\"><nav><ul><li class=\"\"><a href=\"#why-buy-in-wont-always-happen-voluntarily\">Why buy-in won&#8217;t always happen voluntarily<\/a><ul><li class=\"\"><a href=\"#1-the-rank-and-file-are-not-executives-they-dont-have-executive-capacity\">1. The rank and file are not executives; they don\u2019t have executive capacity.<\/a><\/li><li class=\"\"><a href=\"#2-executives-make-choices-the-most-important-of-which-involve-change\">2. Executives make choices, the most important of which involve change.<\/a><\/li><li class=\"\"><a href=\"#3-no-consequential-choice-is-clean-clear-and-definitive-or-riskless\">3. No consequential choice is clean, clear, and definitive\u2014or riskless.<\/a><\/li><li class=\"\"><a href=\"#4-organizations-are-not-debate-societies\">4. Organizations are not debate societies.<\/a><\/li><li class=\"\"><a href=\"#5-getting-buy-in-has-to-happen-prior-to-4-b\">5. Getting buy-in HAS to happen prior to 4(b).<\/a><\/li><li class=\"\"><a href=\"#6-do-it-because-i-said-so\">6. \u201cDo it because I said so.\u201d<\/a><\/li><\/ul><\/li><li class=\"\"><a href=\"#organizations-are-not-democracies-freedom-is-strictured-as-it-should-be\">Organizations are not democracies; freedom is\u2026 strictured. As it should be.<\/a><\/li><li class=\"\"><a href=\"#conclusion\">Conclusion<\/a><ul><li class=\"\"><a href=\"#the-bottom-line\">The Bottom Line<\/a><\/li><\/ul><\/li><\/ul><\/nav><\/div>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; I <strong><em>know<\/em><\/strong> it\u2019s received wisdom, even catechism that everyone in any organization can and should be <em>bought in<\/em> to change. I <strong><em>know<\/em><\/strong> this is essential to address resistance, often sounding like, \u201cIf they only knew better\u2026 we can help get them there by informing, educating\u2026\u201d I <strong><em>know<\/em><\/strong> within organizations we&#8217;re, \u201cNot dealing with 5-year-olds,\u201d so \u201c<em>Because I said so,<\/em>\u201d is bad form if not disrespectful.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; And still.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Maybe (a word shouldering heavy burden and working hard) that\u2019s true in some places. Maybe those resisters and others to be brought along and buy-in will do so because they can readily make the broad-minded \u201cexecutive\u201d choices most changes entail.<sup data-fn=\"7450d02f-80ae-4406-b13f-8d51d04b6ed6\" class=\"fn\"><a id=\"7450d02f-80ae-4406-b13f-8d51d04b6ed6-link\" href=\"#7450d02f-80ae-4406-b13f-8d51d04b6ed6\">1<\/a><\/sup> Maybe. Not in most circumstances I\u2019ve encountered. Non-executives may show interest in\u2014even passion for\u2014the greater organizational good as they understand it. But their interests are at best loosely tied to the broader good. This is important. Note that the argument that follows is framed for and applicable to non-executives.<sup data-fn=\"0fc05068-3f50-489b-be1a-f8feddc08327\" class=\"fn\"><a id=\"0fc05068-3f50-489b-be1a-f8feddc08327-link\" href=\"#0fc05068-3f50-489b-be1a-f8feddc08327\">2<\/a><\/sup><\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; At the risk of rebuke from the more enlightened, this essay puts forth the case for careful, appropriately-timed focus on \u201cbuy-in\u201d\u2026 then acceptance that buy-in may have to be achieved non-voluntarily.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full\"><img decoding=\"async\" src=\"https:\/\/thechangeplaybook.com\/wp-content\/uploads\/2024\/05\/Supplice_des_Amauriciens_sm.jpg\" alt=\"Telling people to get with the program instead of getting them to buy-in is change management heresy\" class=\"wp-image-3490\"\/><figcaption class=\"wp-element-caption\">By Jean Fouquet &#8211; Biblioth\u00e8que nationale de France, Paris, Public Domain, https:\/\/commons.wikimedia.org\/w\/index.php?curid=938872<\/figcaption><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"why-buy-in-wont-always-happen-voluntarily\">Why buy-in won&#8217;t always happen voluntarily<\/h2>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Each of the following numbered sections is not a \u201cstep\u201d so much as an argument\u2019s building block.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"1-the-rank-and-file-are-not-executives-they-dont-have-executive-capacity\">1. The rank and file are not executives; they don\u2019t have executive capacity.<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; That\u2019s OK. It\u2019s not judgment. It\u2019s reality. An executive is not necessarily super-smart, though typically there is a floor threshold. But be it inclination or merely the job, one\u2019s capacity to incorporate wider field of vision (i.e., more concerns) and deeper focal range (i.e., longer term) is required and more evident. The implication is the ability to perceive a change in the fullest relevant context.<sup data-fn=\"fc51f783-32ab-401c-bcec-5a63c9d6d188\" class=\"fn\"><a id=\"fc51f783-32ab-401c-bcec-5a63c9d6d188-link\" href=\"#fc51f783-32ab-401c-bcec-5a63c9d6d188\">3<\/a><\/sup><\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Those that cannot, will be unable\u2014maybe unwilling\u2014to weigh competing needs, focusing on only those most germane to them.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"2-executives-make-choices-the-most-important-of-which-involve-change\">2. Executives make choices, the most important of which involve change.<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Theory holds that an executive has many responsibilities. Ultimately, executing on those responsibilities boils down to one action: choose. Also referred to as, \u201cdecide,\u201d executives make the consequential calls. Consequential calls, by their very nature turn on change:<\/p>\n\n\n\n<ol class=\"wp-block-list\" style=\"list-style-type:lower-alpha\">\n<li>To change or not;<\/li>\n\n\n\n<li>If so, how\/how not.<\/li>\n<\/ol>\n\n\n\n<p>These impact\u2026 everyone.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"3-no-consequential-choice-is-clean-clear-and-definitive-or-riskless\">3. No consequential choice is clean, clear, and definitive\u2014or riskless.<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Generally speaking, the higher in the organization, the more ambiguous the circumstances. At the higher levels (where choices about change happen), rare is the situation of perfect clarity, immune to dispute\u2014particularly by experts (true or self-proclaimed). Times and conditions like those of good decisions within ambiguity call for accuracy not precision. Experts (and resisters) seek precision and perfection\u2014perfect being the enemy of good.<sup data-fn=\"4990dbbb-f9d4-4463-812a-04f362237af8\" class=\"fn\"><a id=\"4990dbbb-f9d4-4463-812a-04f362237af8-link\" href=\"#4990dbbb-f9d4-4463-812a-04f362237af8\">4<\/a><\/sup><\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"4-organizations-are-not-debate-societies\">4. Organizations are not debate societies.<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; There is a usually limited time for debate and deliberation, followed by the point of decision. Then there is no more debate or being \u201cbought-in.\u201d It\u2019s important to distinguish the post-decision \u201csell\u201d to the mass of the organization (informing and helping people get comfortable with the choice) and relitigation of that choice by resisters. Presumably those in the first group \u201cbuy in\u201d upon being informed because of trust, satisfaction, acceptance and resignation\u2026 This essay is about the hazards of post-decision \u201cbuy-in\u201d by resisters.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Here is a simple but effective organizing structure.<\/p>\n\n\n\n<ol class=\"wp-block-list\" style=\"list-style-type:lower-alpha\">\n<li>During debate time, engage all experts and stakeholders to hear and be heard. It\u2019s just good policy for extracting ideas and insights for the \u201csolution\u201d anyway. If the organization has not done this, so the resisters we\u2019re talking about aren\u2019t heard, that\u2019s a different matter. (Shame on the organization.)<\/li>\n\n\n\n<li>Following debate, analysis and decision that embraces the inherent risks and ambiguities has to be made and, as a result set aside the concerns of the debate\u2019s \u201closing\u201d sides. Unless that happens, there is no decision\u2026 and progress cannot be made. When it happens, it happens with or without <em>everyone<\/em> advocating their view.<\/li>\n\n\n\n<li>Once the decision is made, debate is over. The organization must now dedicate itself to expanding on and executing the high-level strategy to achieve the objective based on the choice made. Informing and building knowledge\/capability among stakeholders is the order of the day. Dissent may be noted, but that\u2019s all.<sup data-fn=\"6223e11d-0112-4b63-bb20-89c2f5dbb122\" class=\"fn\"><a id=\"6223e11d-0112-4b63-bb20-89c2f5dbb122-link\" href=\"#6223e11d-0112-4b63-bb20-89c2f5dbb122\">5<\/a><\/sup><\/li>\n<\/ol>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"5-getting-buy-in-has-to-happen-prior-to-4-b\">5. Getting buy-in HAS to happen prior to 4(b).<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; If getting buy-in is left until and scheduled into 4(b) or\u2014God forbid\u20144(c), the organization and its change management\u2014if any\u2014is ineffective. At this point, every resister or resisting stakeholder group creates either (a) a time sucking process of convincing them, or (b) a potentially infinite, recursive loop back through 4(a) to adjust the decision. Delay is the best-case scenario. Frustration is a given.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"6-do-it-because-i-said-so\">6. \u201cDo it because I said so.\u201d<\/h4>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; It is probable that the decision taken is <strong><em>not<\/em><\/strong> satisfactorily resolved and achieved <em>in acceptable time<\/em> if we fail at 5, so that mass buy-in is being attempted during 4(b) or 4(c). Besides, no reasonable, effective organization will or should accept (repeat) challenge to its chosen direction at this step. Not even for the sake of employee satisfaction or engagement or what have you. So <em>ultimately<\/em> all that <em>engaging<\/em> and <em>buying-in<\/em>\u2014if there was failure at 4 and 5\u2014ends with, \u201c\u2026 because we said so\u201d (Or some nicer variant.) That is, of course, anathema to change management training and practice, let alone to HR. <strong><em>But<\/em><\/strong>:<\/p>\n\n\n\n<ol class=\"wp-block-list\" style=\"list-style-type:lower-alpha\">\n<li>It\u2019s often reality;<\/li>\n\n\n\n<li>It&#8217;s neither wrong nor in bad taste (except to those not getting their way);<\/li>\n\n\n\n<li>It has to be done.<\/li>\n<\/ol>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"organizations-are-not-democracies-freedom-is-strictured-as-it-should-be\">Organizations are not democracies; freedom is\u2026 strictured. As it should be.<\/h2>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; It \u201chas to be done\u201d because organizations with a purpose other than finding the truth (i.e., <em>not<\/em> judiciaries, academic departments, ideological or religious philosophical conclaves\u2026) do not exist to find the one true path. They exist to make progress toward and possibly even achieve a desired objective. For businesses that is profitably serving customers. For governments (the public service) it should mean effectively serving citizens. For militaries, it should mean\u2026 oh, you get the point.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Achieving a desired goal in commercial and government organizations is rarely\u2014if ever\u2014singular. That is, there are many ways to get to Memphis and no way is \u201cright.\u201d The organization merely chooses one way then effectively and efficiently progresses toward achievement. Nor is such an organization under any obligation to even make the pretense of satisfying all possible alternatives\/issues\u2014irrespective of the \u201crightness\u201d of alternatives. It is arguable that precisely when an organization tries to follow two paths, it loses its way and becomes progressively more ineffective.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; In any organization of more than one person, let alone hundreds or thousands, there is NEVER accord on the best route to Memphis. Particularly so when so-called experts are involved.<sup data-fn=\"6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d\" class=\"fn\"><a id=\"6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d-link\" href=\"#6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d\">6<\/a><\/sup> Experts tend to take pride in their expertise and\/or \u201cbeing the smartest in the room,\u201d which leads to sessions of intractable clashes and prejudice rearrangement sufficient to seem like a team player.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; I\u2019ve noticed that in some organizations\u2014especially those with a culture of overriding harmony, (non-)expert resisters try to synthesize their strongly held beliefs to the organization\u2019s choice by agreeing <em>with conditions<\/em>. (Pro tip: Beware conditional clauses in any declaration.) Strip away the condition, or prove it a stretch\u2014irrelevant even\u2014and you\u2019re left with\u2026 resistance. If the circuit of conditional agreement and renewed debate is run enough times, either the intransigent resister is accommodated or the eventual, inevitable end point of, \u201c\u2026 because we said so\u201d<sup data-fn=\"f6f485b0-559a-45ec-b204-b5a7c9740e2f\" class=\"fn\"><a id=\"f6f485b0-559a-45ec-b204-b5a7c9740e2f-link\" href=\"#f6f485b0-559a-45ec-b204-b5a7c9740e2f\">7<\/a><\/sup> is the terminus.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"conclusion\">Conclusion<\/h2>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; The point is that the accepted wisdom of change management (i.e., get buy-in) is great if your job is to deal with this inevitably futile battle, or if:<\/p>\n\n\n\n<ol class=\"wp-block-list\" style=\"list-style-type:lower-alpha\">\n<li>it happens earlier than most people think about needing it,<\/li>\n\n\n\n<li>your organization is the rare butterfly absent the propensities described,<\/li>\n\n\n\n<li>nobody in your organization is judged for effectively executing on a change, or<\/li>\n\n\n\n<li>ersatz peace and harmony are more important than progress and success.<\/li>\n<\/ol>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; I have assumed most organizations do not line up to these conditions. (I may be wrong.)<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; A more effective protocol variant to address incipient resistance may be:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Engage stakeholders, experts, etc. for relevant impact, information, etc. <em>early<\/em><\/li>\n\n\n\n<li>Analyse and choose.<\/li>\n\n\n\n<li>Make the decision and act. (Be firm, aware the decision will displease some.)<\/li>\n\n\n\n<li>Inform, educate, etc. (i.e., \u201cchange manage\u201d)<\/li>\n\n\n\n<li>Tell those the decision displeases to \u201csuck it up and get over it.\u201d (Respectfully, of course.)<\/li>\n<\/ul>\n\n\n\n<p>If they don\u2019t perhaps those valuable employees could be invited to \u201cshine someplace else.\u201d<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"the-bottom-line\">The Bottom Line<\/h3>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; Accept this reality. It is how effective organizations work from an enterprise business<sup data-fn=\"aed5ade4-20ad-4799-8f17-da4aa573f764\" class=\"fn\"><a id=\"aed5ade4-20ad-4799-8f17-da4aa573f764-link\" href=\"#aed5ade4-20ad-4799-8f17-da4aa573f764\">8<\/a><\/sup> to a government department (think, NASA in the moonshot days) to a successful Unicorn (pick your tech giant, say Apple) to a cult to the Catholic Church.<\/p>\n\n\n\n<p>&nbsp;&nbsp;&nbsp;&nbsp; There is no shame and it\u2019s not a defeat to resort to, \u201cbecause I said so.\u201d<\/p>\n\n\n\n<p>The essay is cross-posted to <a href=\"https:\/\/thechangeplaybook.com\/embracing-change-the-truth-about-involuntary-buy-in\/\" data-type=\"link\" data-id=\"https:\/\/thechangeplaybook.com\/embracing-change-the-truth-about-involuntary-buy-in\/\">Change This!<\/a><\/p>\n\n\n\n<div style=\"height:19px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.455), 18px);\">&nbsp;&nbsp;&nbsp;&nbsp; <a href=\"https:\/\/institute-x.org\/\">Institute X <\/a>is a transformation leadership consultancy and transformation\/change leader coaching firm. One of its online presences is <a href=\"https:\/\/thechangeplaybook.com\/\">The Change Playbook<\/a>. Be sure to check out the abundance of practical and pragmatic guidance for all aspects of making change happen. Subscribe to be notified of new, fresh content.<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n<ol style=\"font-size:clamp(14px, 0.875rem + ((1vw - 3.2px) * 0.227), 16px); padding-top:var(--wp--preset--spacing--40);padding-bottom:var(--wp--preset--spacing--40);\" class=\"wp-block-footnotes\"><li id=\"7450d02f-80ae-4406-b13f-8d51d04b6ed6\">We must distinguish between \u201ctrivial\u201d change, which is effectively isolated, and change that has many obvious and probably more hidden impacts that demand broader consideration of contingencies of non-trivial change. These are what this essay has in mind. <a href=\"#7450d02f-80ae-4406-b13f-8d51d04b6ed6-link\" aria-label=\"Jump to footnote reference 1\">\u21a9\ufe0e<\/a><\/li><li id=\"0fc05068-3f50-489b-be1a-f8feddc08327\">Which is not to say anything here is not equally applicable to executives. For simplicity and clarity, I exclude them for now. <a href=\"#0fc05068-3f50-489b-be1a-f8feddc08327-link\" aria-label=\"Jump to footnote reference 2\">\u21a9\ufe0e<\/a><\/li><li id=\"fc51f783-32ab-401c-bcec-5a63c9d6d188\">Caveat: I know countless executives that do not qualify by this metric. But it is what we should aspire toward and expect. <a href=\"#fc51f783-32ab-401c-bcec-5a63c9d6d188-link\" aria-label=\"Jump to footnote reference 3\">\u21a9\ufe0e<\/a><\/li><li id=\"4990dbbb-f9d4-4463-812a-04f362237af8\">Trust Voltaire. \u201c<em>\u2026 le mieux is l\u2019ennemi du bien.<\/em>\u201d La B\u00e9gueule. <a href=\"#4990dbbb-f9d4-4463-812a-04f362237af8-link\" aria-label=\"Jump to footnote reference 4\">\u21a9\ufe0e<\/a><\/li><li id=\"6223e11d-0112-4b63-bb20-89c2f5dbb122\">Of course, if potentially fatal obstacles are actually encountered, the organization should revisit and maybe debate the strategy\/plan anew. That\u2019s a judgment call weighed against constancy. <a href=\"#6223e11d-0112-4b63-bb20-89c2f5dbb122-link\" aria-label=\"Jump to footnote reference 5\">\u21a9\ufe0e<\/a><\/li><li id=\"6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d\">That\u2019s not to exclude those non-experts with no fear of weighing in, informed or not, whose ranks have grown exponentially this century. <a href=\"#6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d-link\" aria-label=\"Jump to footnote reference 6\">\u21a9\ufe0e<\/a><\/li><li id=\"f6f485b0-559a-45ec-b204-b5a7c9740e2f\">Or \u201c\u2026 because that\u2019s the choice we\u2019ve made,\u201d if that\u2019s more palatable. <a href=\"#f6f485b0-559a-45ec-b204-b5a7c9740e2f-link\" aria-label=\"Jump to footnote reference 7\">\u21a9\ufe0e<\/a><\/li><li id=\"aed5ade4-20ad-4799-8f17-da4aa573f764\">I wasn\u2019t there, but I\u2019m pretty sure the vaunted Jack Welch days at GE operated in this way. <a href=\"#aed5ade4-20ad-4799-8f17-da4aa573f764-link\" aria-label=\"Jump to footnote reference 8\">\u21a9\ufe0e<\/a><\/li><\/ol>","protected":false},"excerpt":{"rendered":"<p>&nbsp;&nbsp;&nbsp;&nbsp; I know it\u2019s received wisdom, even catechism that everyone in any organization can and should be bought in to change. I know this is essential to address resistance, often sounding like, \u201cIf they only knew better\u2026 we can help get them there by informing, educating\u2026\u201d I know within organizations we&#8217;re, \u201cNot dealing with 5-year-olds,\u201d [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":186,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"sfsi_plus_gutenberg_text_before_share":"","sfsi_plus_gutenberg_show_text_before_share":"","sfsi_plus_gutenberg_icon_type":"","sfsi_plus_gutenberg_icon_alignemt":"","sfsi_plus_gutenburg_max_per_row":"","om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":"[{\"content\":\"We must distinguish between \u201ctrivial\u201d change, which is effectively isolated, and change that has many obvious and probably more hidden impacts that demand broader consideration of contingencies of non-trivial change. These are what this essay has in mind.\",\"id\":\"7450d02f-80ae-4406-b13f-8d51d04b6ed6\"},{\"content\":\"Which is not to say anything here is not equally applicable to executives. For simplicity and clarity, I exclude them for now.\",\"id\":\"0fc05068-3f50-489b-be1a-f8feddc08327\"},{\"content\":\"Caveat: I know countless executives that do not qualify by this metric. But it is what we should aspire toward and expect.\",\"id\":\"fc51f783-32ab-401c-bcec-5a63c9d6d188\"},{\"content\":\"Trust Voltaire. \u201c<em>\u2026 le mieux is l\u2019ennemi du bien.<\/em>\u201d La B\u00e9gueule.\",\"id\":\"4990dbbb-f9d4-4463-812a-04f362237af8\"},{\"content\":\"Of course, if potentially fatal obstacles are actually encountered, the organization should revisit and maybe debate the strategy\/plan anew. That\u2019s a judgment call weighed against constancy.\",\"id\":\"6223e11d-0112-4b63-bb20-89c2f5dbb122\"},{\"content\":\"That\u2019s not to exclude those non-experts with no fear of weighing in, informed or not, whose ranks have grown exponentially this century.\",\"id\":\"6c237b9e-7d6b-4ebc-81c9-07d8389f7b0d\"},{\"content\":\"Or \u201c\u2026 because that\u2019s the choice we\u2019ve made,\u201d if that\u2019s more palatable.\",\"id\":\"f6f485b0-559a-45ec-b204-b5a7c9740e2f\"},{\"content\":\"I wasn\u2019t there, but I\u2019m pretty sure the vaunted Jack Welch days at GE operated in this way.\",\"id\":\"aed5ade4-20ad-4799-8f17-da4aa573f764\"}]"},"categories":[15,9,97],"tags":[98,99,5],"class_list":["post-181","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-government","category-leadership","tag-change-leadership","tag-leadership","tag-transformation"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/posts\/181","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/comments?post=181"}],"version-history":[{"count":6,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/posts\/181\/revisions"}],"predecessor-version":[{"id":189,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/posts\/181\/revisions\/189"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/media\/186"}],"wp:attachment":[{"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/media?parent=181"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/categories?post=181"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/institute-x.org\/blog\/wp-json\/wp\/v2\/tags?post=181"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}