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Changes
→Middle layer executive resistance to change
In many cases I observed the following phenomena. A new solution is being developed by a worker in the lower ranks, and the CEO hear about it and adopt it. She then try to implement the solution, and find that her organization reject it. The resistance seems to come from the middle layer of the executive. For years I tried to understand the reason for that, but just lately I find a theory that may explain this phenomena.
Managers are suppose to dominate there sphere. To do so they use a combination of the sphere professional knowledge, and a network of support from other managers and workers that influence their sphere. When a new solution is suggested in their sphere, they are most likely reject it due to the new knowledge they will have to acquire in order to adopt the solution, and the shift in balance that the new solution may cause<ref>Connors, J. L.; Rom berg, T. A. (1991). "Middle management and quality control: Strategies for obstructionism". Human organization. 50: 61–65.</ref>.
To solve this problem, an organizational change should be supported by the higher management, and the change should take time for the mangers to adjust to.
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==creating better communication==