Let's say that you've done the strategic planning, the buy-in meetings, and most everyone is on board. Everything is great--except, all of a sudden, your list of "Must Haves" is a lot longer than it was when just upper management was on board. Is that better or worse? Well, perhaps at first, this seems a lot more daunting than before--after all, upper management probably spent a lot of time aligning change with the in-place strategic plan. As other opinions were brought in, so were ideas that didn't fit under the original umbrella. So, the challenge comes from the discomfort that follows.
I always wonder if big organizations can change. In the business world, "Change Management" is a growing field complete with special buzzwords that accompany the M.B.A.'s and H.R. folks who are trained to facilitate this process. Non-profits and government organizations are quick to follow with numerous articles, conferences, and websites dedicated to this practice. In other words, change is not easy. It is something that requires thought, planning, and buy-in. I've read a fair amount about this process, but in my opinion, especially in a diverse government organization, change has to begin with the employees.
