By Dr. Ichak Adizes

Part One

Who should change?

How would you like if someone told you that a CEO is upset about the competition and absolutely and repetitively claims that the competition has to change.

You would think the guy is out of his mind.

How about if I tell you that there is a CEO whose company is losing sales and his solution is that the clients have to change their behavior and buy his products.

You would laugh at me, would you not?

But that is what we do in personal life, don’t we?

When we have a problem with a colleague at work or with a neighbor, what do we say: he has to change!!!

Or if we have a problem with our spouse we absolutely insist that the spouse has to change.

But we know from experience it does not work.

Competition is not going to change because of us. Neither will the clients. They change because of reasons of their own. We can provide those reasons but that means we have to act. Which means: we have to change .

This focus on who has to change is one of the building blocks of Adizes methodology.

When we diagnose a company, in listing the problems we insist that the problem be phrased in such a way that the problem is clearly controllable by the company. Thus, instead of saying: “Unpredictable interest rates” (was stated by a bank) say: “We do not have a strategy to deal with unpredictable interest rates.”

Instead of saying: “increasing competition,” say: “we are not stopping increasing competition.”

Framing a problem correctly advances us to the right solution faster and better.