When it comes to real change, too much objectivity may be fatal to the process

Abstract

“I'm glad you're angry,” said the Vice President of Marketing to the packed meeting. “It shows that you are starting to change. Anger is one of the early stages.” He then proceeded to tick off the well‐known human reactions to disruptive change—shock, anger, and denial.

Citation

Hurst, D.K. (1997), "When it comes to real change, too much objectivity may be fatal to the process", Strategy & Leadership, Vol. 25 No. 2, pp. 6-12. https://doi.org/10.1108/eb054579