Similarly, before embarking on a major change effort, an individual or organization is well-advised to build up its planning and evaluation capabilities. Any effective response to the change curve phenomenon requires a relatively long term planning perspective, as well as sensitive program monitoring and evaluation. No person or organization is likely to sustain commitment to a change effort, under conditions of reduced productivity and morale, unless there also is commitment to the benefits of long-term planning. Unless one is convinced that the monitoring and evaluation of systems now in place can do an adequate job of telling us, at an appropriate time, whether or not this change effort should be sustained in its present form, there will rarely be sufficient patience to wait out a change curve.
The muscles of a skillful change effort must be complemented by the eyes, ears and mind of careful planning and evaluation. Otherwise, the change effort becomes a sightless and mindless force that unintentionally destroys people and organizations. Frankenstein monsters are often created by those well-meaning agents of change who are insensitive to change curves and their implications. Clearly, the Model Four consultant can be of great value in ensuring that her client has considered all of the viable options – including stabilization.
