OVERLOAD

Is there too much on the plate? Is the organization trying to do too much with its limited resources? Overloading can cause a breakdown of effort and motivation. If staff feel too much is being heaped on them, then things get left undone or are done poorly. Organizations that can balance their activities, and make sensible decisions about what they can and can't accomplish, will more likely be able to implement those initiatives they select.

COOPERATION

Is there harmony or animosity between staff units? Is the system seen as an adversary or an ally? Where cooperation exists, then new initiatives are more easily discussed, amended and adopted. Where cooperation does not exist, then new initiatives often become the scapegoat for acrimonious dealings.

TRACK RECORD

Does the organization have a good track record at implementing new ideas? Does the organization have a positive self-image, or a negative one? Success breeds success. Staff that have built up a healthy track record of achievements will probably see themselves more positively, and will have an easier time bringing about more change. Staff that have stumbled and fallen before, are less likely to stick their necks out implementing new products. They will probably play it safer.

Sometimes implementing a change isn't in the cards despite the best planning. It just may not be meant to be. Organizations that develop contingency plans are more likely to be able to adapt when the rules of the game are changed halfway through.