Change paradox: Difference between revisions

}}If we take it that, like any other intellectual proposition,<ref>I speak of none other than the [[Duhem-Quine thesis]], that it is impossible to test a scientific hypothesis in isolation, because any test presupposes one or more background assumptions and auxiliary hypotheses.</ref> a management initiative must be driven by some ''theory'' or other — that is, it is designed to prove out a hypothesis that ''already exists in the mind of an executive'' — and the sorts of executives who get to test the hypotheses that live in their minds tend to be found at or near the summit of their organisations —we quickly start to see the [[paradox]]ical nature of ''mandated organisational change'': the mandate must come from those who have lived their best lives within the status quo, and who have most to lose from any change.