Synopses & Reviews
Synopsis
Why is constant change bad for business? Because it's bad for human performance. Once, the job of leaders was to identify problems and fix them, while leaving nonproblems alone. Today, the notion that the new way is always better than the old way--and that if you aren't disrupting everything, you are losing--has come to constitute a new orthodoxy of business thinking.
Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is life in the blender: a perpetual state of upheaval, uncertainty, and unease.
This environment--where everything from people to processes to strategic priorities are constantly in flux--exerts a psychological toll that undermines motivation, productivity, and quality.
Yes, companies need to grow, innovate, and adapt to changing needs. But stressed-out employees rarely go the extra mile, chaos rarely produces agility or speed, and it's hard to grow while bleeding talent to turnover and quiet quitting. This is how change stymies the very progress that it seeks.
Drawing on decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals the truth about human performance and offers a radical new alternative to the constant turbulence that defines corporate life.
By prioritizing team cohesion (instead of reshuffling teams at will), using real words (rather than corporate-speak), by sharing secrets (not mission statements), by honoring shared rituals (rather than mandated bonding), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight), and more, leaders at every level can create the stability that people need to thrive.
Synopsis
Why is constant change bad for business? Because it's bad for human performance. For decades, "disruption" and "change" have been seen as essential to business growth and success. In this provocative and incisive book, Ashley Goodall argues that what has become a sacred dogma is both wrong and harmful.
Whether it's a merger or re-org or a new office layout, change has become the ultimate easy button for leaders, who pursue it with abandon, unleashing a torrent of disruption on employees. The result is what he calls "life in the blender"--a perpetual cycle of upheaval, uncertainty, and unease.
The problem with change, Goodall argues, is that a culture where everything from people to processes to strategic priorities are constantly in flux exerts a psychological toll that undermines motivation, productivity, and quality. And yet so accustomed are we to constant churn that we have become numb to its very real consequences.
Drawing on two decades spent leading HR organizations at Deloitte and Cisco, Ashley Goodall reveals the truth about human performance and offers a radical new alternative to the constant turbulence that defines corporate life.
The Problem with Change is a clarion call to leaders everywhere: by prioritizing team cohesion (instead of reshuffling teams at will), using real words (rather than corporate-speak), by sharing secrets (not mission statements), by honoring shared rituals (rather than mandated bonding), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight), and more, leaders at every level can create the stability that people need to thrive.