The management of a community group that was exceedingly resistant to change. Each time volunteers would propose new projects, the response of the administrators was negative. After noting how much they were interested in new ideas and approaches the managers would say things such as:
"Staff is overcommitted."
"Let's wait five months until the new director gets on board."
"It will be too expensive."
"It will be too disruptive."
"It will go outside of our usual procedures."
"We've never done that."
"The timing isn't right."
It was a textbook example of how not to handle change. Instead of adopting a positive attitude and an openness to evaluating the proposals, they hunkered down and gave excuses. Not all of the proposals were great. Some probably should not have been done at all. But the reaction of the change resisters was so extreme, it damaged their credibility as critics.
People don't expect management to act like Santa Claus, hand out goodies, and agree to every request. They do, however, expect to be given the respect of a serious response. By not giving one, management created deep and altogether avoidable divisions.
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