Acquisition of intellectual capital

The SPPs and resistance to change...  May 2, 2017 – 10:50 pm
The acquisition of

Good morning everyone where ever you are...
o get our morning on the upbeat mode, let’s continue from where we left off. Before we can even begin to talk and discuss the application of Kotter’s widely used 8-Step “checklist” for managing organisational change, it is pertinent to start recognizing and deal with a term called “Strategic Pressure Points” and for the sake of saving some typing, we call it SPPs. SPPs are the essentially tool to identify the need for change in an organisation. It can be liken to a barometer to measure the air pressure as well as wind direction. In the context of change, SPPs will be able to tell us whether any change is likely going to take place, in what form and from which angle it is coming from. It works just as good as the real wind barometer in enabling us to prepare for storms or hurricanes. Except that what SPPs measure is less fatal to human.
Let’s use the barometer and the storm analogy once again. Now that we know how barometer works (not that you don’t before reading this Blog..), we may want to go a step further. Questions like what causes the storm, what causes the low and high pressure of air, what is the factor that drive the turbulence of air to form, etc. would be very essential for people with inquisitive minds like we all do. So under change management, we can also identify some of the key change drivers that create the SPPs.Briefly, some of the key change drivers that create SPPs include: -

Source: The man in the mirror

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