The mindset of the people involved with implementing change in an organization can have a profound affect on the preparedness of that team. It can be asserted that there tends to be two kinds of mindsets at work in a business. There is a run the business mindset and a change the business mindset.
For better or worse, run the business mindsets dominate the corporate world. It is an understandable bias. Running the business has an immediacy and urgency that changing the business can never possess. However, when run the business mindsets are dominating where the focus should be on implementing change, it sets the project up for failure.
The traditional wisdom in business, particularly for managers, is to manage the exceptions and to delegate the normal. In other words, the lower the level at which problems can be dealt with, the happier everyone up the line is going to be. This means that, consciously or unconsciously, people in business are being habituated to not report problems or only report the ones which they lack the power to resolve. While this may work for running the business, it does not work for changing the business.
The process is inverted when the purpose is implementing change. For the process to run effectively, people need to be reporting more or less every problem. This may be met with some hostility, but should be approached in terms of maintaining a comprehensive view of the project rather than a matter of the individual’s competency to deal with problems.
What can seem like a minor problem to the individual may have much broader consequences to the project as a whole. The project manager needs to be aware of the problems to better analyze whether or not there is a trend or pattern to the problems that indicates a more systemic issue which will threaten effectively implementing change.
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