Just like the files laid one upon each other will hold weight of the upper ones and at a given point will result in the top most of the files falling down and thus establishing a sense of balance for the remaining ones.Likewise the mind or the psyche is able to absorb the reality around and relate to only to the extent of what the evolving has concurred.
Despite, or perhaps because of, its insight and ubiquity, the Myers-Briggs Type Indicator instrument - the world's most widely used personality assessment, is sometimes misused by individuals and organizations.
What are the main reasons that cause change fatigue and what can organisations and managers do to minimise this at all stages of a change/transformation programme?
Today’s corporations are dominated by meaningless activity and unremitting pressure for success. That certainly establishes lofty targets, but fails to define routes for achieving them. The main thing is to be seen to be doing something. Pressure builds up, as do fear and mistrust.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk.
