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Most change initiatives either fail or fall far short of original expectations. More often than not, resistance is cultural in nature but the real cause of lots of resistance often is that however much a team might say that it wants to change, the old assumptions are woven, invisibly, deep within the corporate culture, and from this staging ground they act invisibly to sustain the old order. Finding the assumption out and then rooting them out is a special skill. It calls for assumption hunters, I call them.
