Accepting and Embracing Change

World Cup fans watched in wonder and disbelief on June 27, 2010 as FIFA (Fédération Internationale de Football Association) referees made a handful of erroneous calls. That Sunday, these calls cost England a legitimate shot at a place in the next round. It was overwhelmingly obvious to every spectator that Frank Lampard scored for England against Germany to tie the game at 2-2. However, it wasn't as obvious to the referee, hence the erroneous call. Things only got worse later in the day when Argentina scored an offside goal against Mexico. Despite much contention, and the fact that it was clearly against the rules, the goal was allowed to stand.

If anyone with a DVR, old school VCR, TIVO (and eyes!) can see that these calls were made in error, why can't the FIFA referees? If these blunders can be discovered - and corrected - so effortlessly by using instant replay, why isn't soccer implementing it? FIFA has made it blaringly clear that instant replay is against the rules. Old school ways of regulating the game have outweighed new technologies that can improve the way the game is played. FIFA is so stuck in the past that it is only creating more problems, which can, and probably will, snowball into bigger problems in the future.

But FIFA is not alone at combating change. There are so many other organizations and businesses that oppose change (big or small) and relentlessly hang on to conventional ways of doing things.

Let's take Disney for example. John Lasseter, director and chief creative officer of Pixar and Walt Disney Animation Studios, worked as an ambitious young animator at The Walt Disney Company shortly after he graduated from college. Feeling that Disney had reached a plateau in the animation department, Lasseter had suggested creative and innovative ways of how to incorporate new technologies, such as computer graphics, into animation. However, his superiors at Disney didn't appreciate nor understand how Lasseter's suggestions could help enhance the company. Instead, they saw these new ways of thinking and new uses of computer graphics as destructive to the future of animation.

Lasseter was eventually fired from Disney. He went on to join Lucasfilm Computer Graphics. Lucasfilm Computer Graphics was acquired by Steve Jobs in 1986, and eventually became Pixar. Lasseter brought his innovative mind to Pixar and helped the company grow to earn twenty-four Academy Awards, six Golden Globes, and three Grammys. Pixar has made over $5.5 billion worldwide, and is known as one of the most critically acclaimed film studios of all time. Lasseter himself oversaw all of Pixar's films and associated projects as executive producer, and also personally directed Toy Story, A Bug's Life, Toy Story 2, and Cars. He has personally won two Academy Awards.

It took Disney many years to recognize Pixar's new and empowered position in the world of animation. After seeing a decline in ticket sales from their 2-D animated films, Disney acknowledged that it had to embrace this new frontier of digital animation and decided to collaborate with, and eventually acquire, Pixar Studios.

So why do some organizations and businesses have this paralyzing hesitation towards embracing change? There are many possible reasons why such hesitation occurs, but perhaps at the core of it all is the loss of authority.

Presidents, CEO's, Executive Directors and leaders in business are the experts in their organizations. They are the go-to individuals that employees look to for guidance and direction within the organization. As a business leader, it is imperative to think differently, but often times, this can be challenging. When change makes its presence known, it is new and fresh. It may be daunting to fully understand how to take control of change and make it work for the organization. Suddenly, the leaders are no longer the experts at this new way of doing things, and have to learn and evolve to keep up. However, what is key to remember is that it's not knowing every little thing, but knowing your resources and how they can enhance your bottom line. Regarding Henry Ford, Napoleon Hill, author of Think and Grow Rich, once wrote:

"Any man is educated who knows where to get knowledge when he needs it, and how to organize that knowledge into definite plans of action...Henry Ford had at his command all the specialized knowledge he needed to enable him to become one of the wealthiest men in America. It was not essential that he have this knowledge in his own mind." (85)

Change can be exciting if it is managed and executed correctly. Business leaders may not have all the answers, but if surrounded by individuals who possess the proper knowledge, then change can help the vitality and continued growth of the organization and prevent stagnation. As long as the fundamental core values and mission of the organization are not drastically altered, and the change is justified, then it should be considered without resistance. Ensuring that all stakeholders understand the change agenda and the future benefits of it is key to proper implementation.

It can be fearful to embrace the unknown and not be in full control of what the future holds. As one anonymous person is quoted as saying, "I'm all for progress, it's the change I can do without." However, in order to progress, one must not resist new ways of thinking. Disney had to see much loss before it fully embraced the digital era of animation, and FIFA will eventually have to welcome instant replay, lest they lose the respect of its core audience.

Cost Lasik Laser Eye Surgery Cheap Shirt Cheap Levi's Mens Jeans