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Change in Organizational Culture: Sustainability Initiatives and "Speed Brakes" in the Massage Envy Chain

In his writings and theories on organizational culture and specifically on cultural changes meant to improve organizational performance and/or stability, Robert H. Miles defines and discusses six "speed brakes" that can prevent an organization form effectively implementing desired changes. He defines them -- and proposes solutions for them -- in a specific sequence as he insists that it is in this sequence that they ought to be addressed. Miles' (2010) speed brakes are cautious management culture, business-as-usual management process, initiative gridlock, recalcitrant executives, disengaged employees, and a loss of focus during execution. Though he recommends specific steps to counter each of these six speed brakes in order, Miles' (2010) plan for organizational plan can be boiled down to a very simple overarching strategy: have a well-focused initiative for change that is rolled out quickly...
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