With apologies to Bob Dylan, the times are always a-changin’. But if you buy into the rhetoric of certain practitioners of management-speak, then you’d think that the impetus for change occurs at those magic moments when they happen to be in charge.
Under such conditions, an assumed need to change becomes the catch-all justification for virtually any change. We have to change, so let’s change this! And if you oppose the change I want, well, then, you must be AGAINST CHANGE!!!!!
Or perhaps a given challenge or problem is used to justify a specific action. Times are tough, so we have to close this department! We’re in a competitive environment, so we have to cut your pay (while raising ours)! So stop opposing change!!!
Of course, it’s a logical fallacy that any given set of circumstances necessarily justifies a specific response or action, but organizations get away with it all the time, and a lot of people go along for the ride. After all, on the whole, we are much better at identifying or creating problems than we are at projecting the efficacy of proposed solutions. Unfortunately, the perceived pressure to change, whether self or externally generated, can lead to a lot of bad and hurtful decisions.
Okay, I realize these points may sound somewhat abstract to people accustomed to saner work environments. But I’m guessing that if you’ve been in an organizational setting where a lot of lousy decisions are made in the name of change, then you know what I’m talking about.