An interesting observation of organizational resistance to change from the Moments of Impact book:
Most of the time, not only do leaders of floundering organizations see the bullet coming—they can’t stop talking about it. They sit through endless presentations on the bullet’s velocity, force, and trajectory. As it gets closer, bullet initiatives and shield task forces pop up all over the place. By the time the bullet arrives, everyone knows all about it—so much so that they’re bored of the topic. Yet, they let it hit them anyway.