{"id":1219,"date":"2018-08-20T09:30:04","date_gmt":"2018-08-20T09:30:04","guid":{"rendered":"http:\/\/www.realworldconsulting.kiwi\/rwc\/?p=1219"},"modified":"2018-08-20T09:41:07","modified_gmt":"2018-08-20T09:41:07","slug":"lack-of-appetite-for-change-is-ensuring-that-the-status-quo-prevails-and-in-some-cases-the-same-issues-recycle-unresolved","status":"publish","type":"post","link":"https:\/\/www.realworldconsulting.kiwi\/rwc\/rwc-blog\/lack-of-appetite-for-change-is-ensuring-that-the-status-quo-prevails-and-in-some-cases-the-same-issues-recycle-unresolved\/","title":{"rendered":"Lack of Appetite for Change is Ensuring that the Status Quo Prevails – and in Some Cases the Same Issues Recycle Unresolved"},"content":{"rendered":"

If anyone were to ask me what I thought the No.1 issue was that is preventing New Zealand from playing in the same league as some of the larger nations around the world (nations that seem to have an endless supply of self-generated capital and world-leading innovations emerging) it boils down to a general lack of willingness (appetite) to – and scope for – change<\/span><\/strong>. And I feel that this self-inflicted limitation is commonplace in governance and senior management circles in our country.<\/span><\/p>\n

When it comes to change at a central and local government level, the preferred instrument to achieve change is legislation and regulation (i.e. more “rules”). When it comes to change in a corporate environment, the preferred instrument is generally policy documentation (i.e. more “rules”). There seems to be a deep-seated belief that change will only come about if its “forced” into place.<\/span><\/strong><\/span><\/p>\n

The good news is that change can actually be brought into effect without<\/strong> being “forced” into place, providing that:<\/span><\/p>\n

a) The right leaders are in place spearheading the introduction of changes, and<\/span><\/p>\n

b) The change dimensions\/ facets are well-articulated and portrayed in a way that at least most of the stakeholders affected by the change understand, and<\/span><\/p>\n

c) The implications of the promoted change largely benefit (enable<\/span><\/strong>) the stakeholders, rather than disadvantage them, and<\/span><\/p>\n

d) The promoted change is actually deemed to be necessary, for it represents an improvement compared to the status quo, and<\/span><\/p>\n

e) The stakeholders who are affected by the change can expect no harm done to them in the event that they inadvertently (innocently) fail to act in a way which is wholly supportive of the change requirements. That is, the stakeholders are given no reason to “fear” the promoted change.<\/span><\/p>\n

 <\/p>\n

Change is an unavoidable occurrence in life. Change either happens “to” people or “with” people. The most accepted forms of change are those where leaders have been deliberately open\/ forthcoming in working “with” the affected people to bring change into being.<\/span> <\/strong>Change that is “imposed” or “inflicted” upon people rarely receives a warm reception from those who it affects.<\/span><\/p>\n

For New Zealand (as a whole\/ nation) to step-up its game and be among leading nations in the business realm, two essential things must take place:<\/span><\/p>\n

a) Suitable scope\/ freedom must exist for New Zealand businesses to be innovative, and<\/span><\/p>\n

b) New Zealand businesses must be predisposed to embracing change and taking larger (measured) risks than what are currently taken. It is actually okay to experiment…and in actual fact without experimentation no new discoveries (including innovations) can be made.<\/span><\/p>\n

 <\/p>\n

My wish is that the pathway for all New Zealanders to realise overall greater well-being and prosperity is that of empowerment by way of education<\/span><\/strong>. I believe that no more effective method of human development exists.\u00a0<\/span><\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

If anyone were to ask me what I thought the No.1 issue was that is preventing New Zealand from playing in the same league as some of the larger nations around the world (nations that seem to have an endless supply of self-generated capital and world-leading innovations emerging) it boils down to a general lack of willingness (appetite) to – and scope for – change. And I feel that this self-inflicted limitation is commonplace in governance and senior management circles…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3],"tags":[],"_links":{"self":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/1219"}],"collection":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/comments?post=1219"}],"version-history":[{"count":3,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/1219\/revisions"}],"predecessor-version":[{"id":1222,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/1219\/revisions\/1222"}],"wp:attachment":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/media?parent=1219"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/categories?post=1219"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/tags?post=1219"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}