Is your organization suffering from Titanic Syndrome? Titanic Syndrome killed many companies and careers due to the inability to adapt to change
On the scale from 0 to 5, zero being “This is nothing like our company” and 5 being “This is 100% our company”,assess the relevance of each statement for your organization. Reprinted by permission. Do not reproduce without permission of Nadia Zhexembayeva.
ANTICIPATING CHANGE
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Our company gets insights and warnings from the same sources (for example, suppliers, customers, professional magazines, etc) and rarely goes out of its comfort zone in soliciting information from unusual sources
Other employees and I are rarely asked to share insights and reflections on potential threats,disruptions or opportunities to our business.
When our company gets insights and warnings about potential disruptions, they are shared with a small group of people.
In our company we usually start reacting when we are pressed by an unfolding crisis, rather than anticipate possible threat or opportunity and respond proactively.
We don’t take enough time for reflection,strategizing, creative thinking and proactive action.
ANTICIPATING CHANGE
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Is your organization suffering from Titanic Syndrome? Titanic Syndrome killed many companies and careers due to the inability to adapt to change
On the scale from 0 to 5, zero being “This is nothing like our company” and 5 being “This is 100% our company”,assess the relevance of each statement for your organization. Reprinted by permission. Do not reproduce without permission of Nadia Zhexembayeva.
DESIGNING CHANGE
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I regularly hear “We have always done it this way”
and “That’s just the way we do it here” when
discussing change at company meetings.
Most people in our company get angry and
frustrated with the need to do something
differently, even if it is for the better.
In our company, leaders often justify their decisions
using past experience as the main argument. For
example, “Trust me, I’ve done it a million times” or “We
tried it this way already, it will never work.”
When we fail, our company often places blame on
somebody on the outside (competitors, suppliers,
government, consumers). In other words, we are blaming
the iceberg.
In our organization, changes are made by a small
group of people. Employees rarely get an
opportunity to actively engage in developing and
deciding on the new products, processes, and
strategies – and learn about decisions at the time of
rollout.
DESIGNING CHANGE
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Is your organization suffering from Titanic Syndrome? Titanic Syndrome killed many companies and careers due to the inability to adapt to change
On the scale from 0 to 5, zero being “This is nothing like our company” and 5 being “This is 100% our company”,assess the relevance of each statement for your organization. Reprinted by permission. Do not reproduce without permission of Nadia Zhexembayeva.
IMPLEMENTING CHANGE
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I have not received any training or instruction for how
to start and implement change in our company. I (and
most likely many others) am not sure what the
procedure is if I want to introduce change.
There are significant gaps between what we say about
our company’s commitment to change and how we
actually work, allocate our resources, spend our time at
meetings, award bonuses, etc.
In our company, we do not welcome “practice
rounds” or experimentations. Instead, we are
expected to execute all change perfectly and are
punished for mistakes and failures
During the process of change, we rarely stop to
celebrate small or short-term wins. Often we feel
demotivated and cannot see the progress we are
making.
The way our company is organized makes it difficult
to react to change quickly. For example, our budgeting
process is very bureaucratic, making it hard to
introduce change in the middle of the year, or our
production and investment decisions lock us into a
product for years with no easy way to change.
IMPLEMENTING CHANGE
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