Organizational change is hard. The following syllogism, while popular, doesn’t explain why.

Major premise: Attempts at business change fail more often than they succeed.

Minor premise: When something goes wrong, it must be someone else’s fault (with “someone else” defined as “someone I can safely call them“).

Conclusion: Business change fails because employees (them to far too many business executives and managers) just naturally resist all change. Why? Because they’re too stupid to understand that all change is good.

Pardon me while I take a minute to moralize.

Not really. As regular readers know, Keep the Joint Running isn’t a forum for moral advocacy, for two reasons.

The first is credentials. I have no basis, other than my upbringing and personal biases, for promoting one moral code or system of ethics over any other. Any ethical position I might take would have all the public credibility of the political positions taken by actors and musicians.

The second reason is irrelevancy. Business, according to the official voices of business (organizations such as the Business Roundtable and U.S. Chamber of Commerce) is intrinsically amoral.