On the Beach: Urgency and Paralysis

This is a true story although I still find it difficult to believe. I've carefully worded it to maintain confidentiality and, unfortunately, have been able to base this post on more than one example. 

Here's what happened:

1. Organization is in trouble. 
2. Customer base is down. 
3. Backers are skittish.
4. Executives and managers are briefed on the situation.
5. Speeches are given at board and staff meetings as to how serious the challenge is.
6. It is agreed by all that substantive changes must be made.
7. Nothing is done.
8. The topic is revisited at other meetings. People agree that this is truly serious and action should be taken.
9. Nothing is done.
10. Repeat items 8 and 9.

Observations: Never assume that the need to take action is obvious. Recognize that crisis paralyzes some people and energizes others. Beware of a board which speaks with two voices. No one wants to follow an uncertain trumpet. The parties who care the least can have the greatest power. Note that agreement at meetings means little in a passive-aggressive organization. Explore the structure and procedures which encourage inactivity. [The organization chart may have to be squished to put authority close to the action.] Clarify the action plan, who is responsible for the major actions, and the precise due dates. Follow-up and delve into the details of progress reports. Remember the maxim: That which is rewarded gets done. Consider how the organization's strengths may be contributing to the problems.