Why is it that when things are 'under new management', so often new management start from scratch?
I have seen this over and over again in the corporate world. Marchington (1993) calles this 'Impression Management'; managers wanting to create the impression that they know what they are doing and they are 'in control'.
Often, what is missing is a humble investigation of what has gone on before. Very few start by finding out, from those who were there, what has worked well and what has not. Very few work out how to build on those foundations and restore, rather than 'razing to the ground' and building something entirely new.
Time given to contemplate how a wealth of experience brought in by 'new management' can dovetail with a wealth of experience held by those already in, will reap great reward.
I have seen this over and over again in the corporate world. Marchington (1993) calles this 'Impression Management'; managers wanting to create the impression that they know what they are doing and they are 'in control'.
Often, what is missing is a humble investigation of what has gone on before. Very few start by finding out, from those who were there, what has worked well and what has not. Very few work out how to build on those foundations and restore, rather than 'razing to the ground' and building something entirely new.
Time given to contemplate how a wealth of experience brought in by 'new management' can dovetail with a wealth of experience held by those already in, will reap great reward.
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