Initiating and executing critical programs and projects often requires a successful change effort. Change can affect organizational structure, reporting relationships, and the manner in which work gets done; previously determined goals and metrics may no longer apply. Change may even threaten an organization's culture.
Perspectives on change differ based on the degree to which individuals accept the irrational and complex nature of change. Assumptions about the content, context, and process of change vary greatly from company to company, and from individual to individual. These assumptions deliberately or tacitly affect decision-making. As a result, managers and leaders who are expected to initiate, lead, and execute these programs and projects may feel ill-prepared or disempowered.