Cape Cod Institute

Most organizational change efforts focus almost exclusively on "making the case for change." The case for change is invariably a well documented, logical analysis of the compelling reasons why the organization and the people in it must change. Especially for executives, making the case for change tends to be the most central dimension of any change initiative. However, although always necessary, the case for change is rarely sufficient to actually achieve intended outcomes. Instead, there are also "non-rational" dimensions that involve hidden or covert barriers that play a critical role in all change efforts. Unless attended to they become covert traps and surprises that will block or detour intended outcomes.

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