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From Resistance to Renewal 203

Jay had not met with the task force during its deliberations, but at the three-
month mark Suzanne’s group had finished their report and presented their
recommendations. And then there was silence. For three months her task force
heard nothing. There was another meeting with Jay, and then nothing. No
implementation, no feedback, no information about good or bad reaction to
the report. Nothing. No explanation, no discussion. Suzanne felt she had been
had. People in key positions, vested in the way the organization was operat-
ing, became very nervous.
Realize that power and influence usually rest with those who have worked
hard to establish their niche in the organization. Those with established inter-
est in the status quo will resist or fight change that might risk the loss of this
vested position. Those who see their power unchanged or enhanced will par-
ticipate in change. Be sure to spend whatever time is necessary to help those
with existing interests and power to realize that they can also benefit as the
organization changes and grows. To support change, they must believe it is in
their best interests.

12. Lack of monitoring, control, or evaluation tools to maximize follow-up.
Leaders must follow up on decisions, be accountable, and hold others to their
responsibilities and agreements. Leaders who do not monitor implementation
of plans, exert control when implementation gets off track, or evaluate effec-
tiveness of the plans will fail. Without adequate monitoring and follow-up, all
of the effort that went into the planning meetings, information gathering, prob-
lem analysis, solution identification, and planning is for naught. It is a waste of
time. Worse, the people who invested so much time and optimism, the people
who believed in you—believed in the process, invested themselves in it, and
sought to persuade the rest of their colleagues to cooperate—will feel betrayed
by your failure to ensure follow-through and effective implementation.

KEY BEHAVIORS AND PRINCIPLES OF EFFECTIVE
ORGANIZATIONAL CHANGE EFFORTS
There are many approaches to changing an organization. Elizabeth, inherit-
ing an agency in disarray, asked for everyone’s letter of resignation the day she
arrived on the job. She felt that by asking for mass resignations, she would have
the leverage she needed to rehire only those she wanted to keep, in order to