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Even if an organization has reached the tipping point, powerful vested interests will resist the impending reforms. The more likely change becomes, the more fiercely and vocally these negative influencers—both internal and external— will fight to protect their positions, and their resistance can seriously damage, even derail, the reform process.
Identify and silence key naysayers
Movement
Strategy
Alerting employees to the need for change and identifying how it can be achieved with limited resources are necessary for reaching an organization’s tipping point. But if a new strategy is to become a movement, employees must not only recognize what needs to be done, they must also want to do it.
Framing the challenge is one of the most subtle and sensitive tasks of the tipping point leader; unless people believe that results are attainable, a turnaround is unlikely to succeed.
How can you catapult your organization to high performance when time and money are scarce?
How can you overcome the hurdles facing any organization struggling to change: addiction to the status quo, limited resources, demotivated employees, and opposition from powerful vested interests?
In any organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic, bringing about fundamental change very quickly.
The hardest battle is simply getting people to agree on the causes of current problems and the need for change.
Make key managers experience your organization’s problems.
Face-to-face
Internal communications strategy
Community meetings
Concentrate current resources on areas most needing change and that have the biggest possible payoff.
Bill Bratton, New York Police Department's chief police, transformed the U.S.’s most dangerous city—New York—into its safest.
Once people in an organization accept the need for change and more or less agree on what needs to be done, leaders are often faced with the stark reality of limited resources.