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If we give up the harsh instances, where we are forced to change and that too drastically, like in the case of natural disasters, disruptive technologies hitting you hard on your face and might be war, our approach to change is rather interesting. While we declare our commitments from the rooftops but what we do is precious little. With the whole discipline of change management, the only way it seems to bring change is by force, euphemistically we call it accountability enabled by hard hitting technology, which doesn’t give any leeway whatsoever, being called compliance in corporate compliance.

Faking change acceptance is one area which human beings have mastered down the ages, more so in organisations, big and small, government or private. That is where the need for this large number of supervisory layers have crept into different organisations, all over the globe and all these layers combined too fake compliance but for exceptional circumstances, with no choice. Might be for their own survival. Or for companies which are real revolutionary starting from frugal start up culture surviving on disruptive technology and change and are able to maintain it even when grow big.

The most common model is what we can term as Calculated Resistance. What is important is not whether the change is desirable or not, will it benefit the real stakeholder for whom the product of service is made and meant, lead to marked change in efficiency and bountiful profits. What is important is how it benefits the individual or at the max his professional group. Vice versa what does he lose out of this change. Is the opaque nature of his existence getting blasted?

Calculated resistance by its very nature is very difficult to suspect, leave aside detect. On the face of it everything seems to be fine, it is performed same as the well perfected art of compliance, only a discerning eye can detect how wheels within wheels work and find solutions to unfix the tangle. Big organisations and more so the governmental ones face this problem in a big way. In the same way as we have management experts and visionary change leaders, we need to have experts who have the expertise to deal in calculated resistance and come out successfully.


Sanjay Sahay

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