How many of these
problems affect projects
or initiatives
at your company?
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Check all that apply.
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Projects lose steam.
The change isn’t
accepted and put in
place.
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Executives lose
interest, so projects
stall, and eventually
the budget gets cut.
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A key manager who
people respect resists a
change, and therefore
much of the staff
resists it too.
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Something unexpected
comes up, stalling the
project.
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The change is
implemented, but the
staff goes back to the
old way of doing things.
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No one on your team
knows what ‘change
management’ means and
they aren’t really
interested in learning
about it.
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You feel a sense of
urgency about a change,
and the project team
seems to feel the same
urgency. But the staff
doesn’t, and you feel
like you have to
struggle to get your
point across to them.
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Everyone’s behind
you, but the CEO just
nods and doesn’t
actively throw his
support behind the
project.
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You send the memo
out, and the managers
get the key message and
seem to understand it,
but the staff doesn’t.
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You implemented the
change; all signs
indicated that it was
successful, but the
change didn’t "stick."
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