The good thing about change is its incomprehensible nature at the point of a decision being made. Before there is a furore created in that statement, I would like to clarify that this does not include 'planned change'. The reason I do not include planned change is because any 'planning' to initialise change is actually not change, rather it is the moment before or after a decision point is arrived at. Now, I do not imply here that planned change is not important, because it is once a decision has been made as it helps to establish barriers to a flow and ensures that it remains streamlined.

It is important to consider the nature of any change and the journey towards a decision point. It is well deserved that a decision point is often a derivative following gain or loss (in business language). Personally, it follows fulfilment or avoidance; fulfilment of pleasure or avoidance of pain.

I have been asked in the numerous change analytics I have done on what change decisions have worked best and lasted? There is no correct answer but circumstantially, change driven by an intense need that over rides planning or a road map has always worked best. The extreme points of terrific gain or survive ultimate loss remain as the tilt points but the factual of a decision is always the breaking point when one cannot take it anymore and decides to change it permanently.

There are examples in abundance around us from a person who has lost weight to be a new self to an organisation that lost everything and is now on an unbelievable cash surplus. The one thing that holds common is the decision point that is driven by need. There is no logic or planning, there is just the inherent, un-comprisable tilt point that drives the decision spot to a completely different paradigm.

The one recognition of the tilt point where a paradigm shift occurs is that there is no logic tie in at the instant. It virtually appears insane and is surrounded by an intense bout of elation; a belief that this has to happen followed by a full stop. Of course, the scale of complexity differs, as large organisations have larger dependencies but we need to caution ourselves that each mind set is unique and offers its own challenges.

It is quite anecdotal in its representation to a cowboy, who has just one opportunity to protect himself from an opponent. There is no thinking at the moment when the gun is drawn, just the earth shattering drive of passion for survival. The goal is clear.

If change is the only need than whip up the passion and be the cowboy.