Leaders were ready to sail, too bad staff never left the dockA course for change was charted, but leaders failed to win employee support and trustBy Edmond Mellina10/11/2004|Canadian HR Reporter|Last Updated: 10/11/2004 How fast can an organization drive change? It depends on two factors: the nature of the change itself and the actions and attitudes of senior management. The complexity of the required change, the level of urgency and the degree of change fatigue are all critical factors, but little can be done about them. It’s the second critical factor — senior management’s approach to change — that an organization can control.The following real-life “horror story” underscores three major senior management pitfalls that considerably slow down and jeopardize any change effort. To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.