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Energy

By definition, change is about modifying the status quo, managing a shift from one state to another. This transfer requires energy. It might be the energy required to climb on the exercise bike; that burst of energy to read the latest management book; or the physical and emotional energy required to run yet another quality workshop. Alternatively, it is the energy required to stop something or someone from taking action when they want to be a change inhibitor. Just think how often you work with an organization where people spend more time stopping action from happening rather than making a change work. When thinking about the idea of energy, you need to have a clear appreciation of where it will come from, and how it might affect the change. Carter (1999) makes this point when he suggests that:

The energy that people put into organizations is absorbed in a number of ways. Some of it is used for actually doing things for the customer, such as adding value to a product or service, but little of it is directly productive in this way. Much of it is spent communicating with other people within the organization, co-ordinating activities, planning, motivating, managing, being managed.


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