In Chapter Three Conner continues by saying that the rate of change has increased and yet people continue to operate as if this magnitude of change can be managed in the same way as it has in the past. He says that the volume, momentum, and complexity of change is accelerating at an increasing pace. He attributes this to seven fundamental issues:
In Chapter Four Conner says that managers are often not equipped to deal with the "future shock" or too much change in a short amount of time. He says that during this increased speed of change people don't stop changing, but they become less and less effective on both the job and personal fronts (e.g. - displaying dysfunctional behavior). This results in behaviors such as:
Do you ever see yourself and/or others in your organization displaying the behaviors above?
Monica Thakrar has over 18 years experience in business focused mainly on strategy, change management, leadership development, training and coaching resulting in successful implementations of large scale transformation programs.