There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in introduction of a new order of things, because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.

Machiavelli: The prince 1469-1527

Everyone talks about the desire to make real positive changes in their group and company, but few companies are able to actually implement those changes. Why is the process of making changes such a problem for most companies? Well, if you understand the roadblocks, you can begin to overcome them.

The next seven reasons are why the process of change is often stalled within groups and organizations. They are explained from the least serious to the most troublesome. You may be surprised, and, yet, I hope this will help you and your company to overcome the challenges of making real positive changes.

Why would I make changes, if more will be asked of me? In other words, the more an individual or group changes and the more it is able to process, the more that will be asked of him or her or them. They do not want to have to pick up the pace and take on the responsibility of doing more. Leaders and managers must accept the idea that doing more is inevitable and that it should be embraced.

This is the classic case of not recognizing that each and every one of us needs to change and evolve over time. The finger pointing only shows your unwillingness to accept change, and perform what you are asking of others.

5) Fear of the Unknown

Ok, we all have some understanding of this basic fear. Why change something if it is not broken? The simple fact is that, if you do not evolve over time, you will be left behind. The histories of failed companies are filled with stories of those who refused to change with the changes of time. Whether an individual or a group, we all must change in order to stay competitive.

This is the classic excuse of every busy person. There is just not enough time in the day for what needs to be done. Individuals who are considered the most successful in their fields are very busy individuals. They have learned to properly allocate their time to what is important.

Steven Covey’s teachings explain how successful individuals have been able to accomplish more with their time. They, essentially, spent more time in the prevention and planning stages in order to process other needed time-consuming tasks (see Matrix above). As a manager, the more time you spend in the Not Urgent / Important group (2), the less time will be consumed by the other three time-wasting areas. Managers must spend time in section two of the matrix in order for their groups to properly function and process all of the Urgent and Important issues that everyone must contend with. Note that consulting services fall into the professional knowledge base of number 2 on this matrix. The greater the responsibility of a manager, the more likely it is he/she needs to deal with higher levels of processes in order for the group to function properly on a daily basis.

What this means is that 80% of the people cannot make changes because they do not know how to make the changes. They simple need to be taught, and they will be willing to make changes.

20% of the people who need to make the changes are unwilling to make them, even if taught. You need to decide whether the individual does not know how, and is very willing or is simply refusing to do so.

This is really where one’s ego will interfere with the greater good of the whole. Change may require responsibility shifts and realignment. Therefore, people will perceive it as a threat to their area of authority. They will fight tooth and nail to keep their perceived power to influence. This is where the social politics of group dynamics can become very ugly.

Real positive changes come from the top down of all organizations.

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See reference page for statements by general managers and owners about services.

• Lean Manufacturing Principles that are explained and demonstrated and tailored for the component manufacturing industry.
• Time standards for labor estimation of truss production.
• Common methods that can be used to gauge efficiencies among different facilities.
• Proven and practical methods of increasing efficiencies and productivity.

• Increased profitability
• The ability to implement a time standards system in your production facility.
• Better communication and cooperation between different departments.
• Proper lean principles that will be the foundation to apply in every location and department.