50 Reasons Why We Cannot Change

“Progress is a math formula. It only happens when the cost of the status quo is greater than the risk of change.

“That’s why the third principle of change is for leaders to encourage a sense of dissatisfaction with the status quo, to persuade their colleagues that business as usual is the ultimate risk, not a safe harbor from the storms of disruption.”

50 Reasons Why We Cannot Change

  1. We’ve never done it before.
  2. Nobody else has ever done it.
  3. It has never been tried before.
  4. We tried it before.
  5. Another company/person tried it before.
  6. We’ve been doing it this way for 25 years.
  7. It won’t work in a small company.
  8. It won’t work in a large company.
  9. It won’t work in our company.
  10. Why change — it’s working OK.
  11. The boss will never buy it.
  12. It needs further investigation.
  13. Our competitors are not doing it.
  14. It’s too much trouble to change.
  15. Our company is different.
  16. The ad department says it can’t be done.
  17. Sales department says it can’t be done.
  18. The service department won’t like it.
  19. The janitor says it can’t be done.
  20. It can’t be done.
  21. We don’t have the money.
  22. We don’t have the personnel.
  23. We don’t have the equipment.
  24. The union will scream.
  25. It’s too visionary.
  26. You can’t teach an old dog new tricks.
  27. It’s too radical a change.
  28. It’s beyond my responsibility.
  29. It’s not my job.
  30. We don’t have the time.
  31. It will obsolete other procedures.
  32. Customers won’t buy it.
  33. It’s contrary to policy.
  34. It will increase overhead.
  35. The employees will never buy it.
  36. It’s not our problem.
  37. I don’t like it.
  38. You’re right, but ….
  39. We’re not ready for it.
  40. It needs more thought.
  41. Management won’t accept it.
  42. We can’t take the chance.
  43. We’d lose money on it.
  44. It takes too long to pay out.
  45. We’re doing all right as it is.
  46. It needs committee study.
  47. Competition won’t like it.
  48. It needs sleeping on.
  49. It won’t work in this department.
  50. It’s impossible.

E.F. Borish — Product Manager, Milwaukee Gear Company, Product Engineering Magazine

Igor Wortel

My resume and working experience is very broad, mail me to get more information: igor@phalanxes.eu or surf www.phalanxes.com

Specialties: Project management, people management, oil industry, mining engineering, outsourcing, credit, process (automation) management, training, private equity, legislation, volunteer, chairman, board member, people manager, professional, factoring, training, lecturing, BigData, (financial) analytics, AI, robotics, internet of everything, BlockChain, Business Model Innovation, IoT

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