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Unnecessary change is probably the most disruptive and expensive practice in the last 20 years of New Zealand business. Many managers I come in contact with, fiddle with change as they'd fiddle with their car. They fiddle at centralising (or decentralising), cutting back or reengineering. They down size, control and impose as though it was a mechanical system (rather than a living system). This takes so much organisational energy, there's none left to satisfy customers and staff are too battered to care.
The sad thing is, that science is now showing that most of this activity is counter productive and can only lead to failure. Indeed at present science is several years ahead of business in understanding how living systems work. To find out how to reach the sweet spot and save unnessary, disruptive change see Management's Sweet Spot.