We changed the policy .We introduced new procedures. We set targets and introduced monitoring arrangements. We developed a training programme. We provided senior management with regular progress reports. We held conferences, ran workshops and we blogged. We encouraged staff to say what they were really thinking, we challenged the myths, ignorance and stereotypes. We didn’t shirk from the awkward questions. We promoted best practise. Yet nothing changed.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. So why did people tell us nothing had really changed? We had underestimated how difficult it was to change the way things are done round here. People said the right things, reluctantly followed the new procedures and attended the conferences, workshops and training courses with varying degrees of enthusiasm. No one actually disagreed with the policy, at least not publically. Some complained that the procedures were long, time consuming and unnecessary. Others said they couldn’t afford the time to go on the training courses. The targets were described as over ambitious, the monitoring arrangements too time consuming and some argued it was counterproductive to report such a lack of progress to senior management.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. We had just underestimated how long it would take to change things.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. Things had changed it was just that they had not changed as fast or as much as people expected.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. We just need more active support from senior management
We were enthusiastic and energetic champions of the strategy. It was a good strategy. We just needed to stay positive and not allow the cynics to undermine our efforts/kill the enthusiasm.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. There were just too many square pegs in round holes we needed a management restructuring to get more of the right people in the right posts.
We were enthusiastic and energetic champions of the strategy. It was a good strategy. We were just over taken by events, a new administration, a new chief executive and a new set of priorities.
It was a good strategy.
