The Quiet Saboteur of Strategy: Emotional Dissonance in Organisational Change

When the Mind Agrees but the Self Revolts.
In most transformation efforts, the strategy is not the problem. The case for change is compelling. The logic is irrefutable. The economics are clear.
Senior leaders nod. They contribute intelligently. They sign off. But change does not only ask for agreement. It asks for reconfiguration of identity.