From Change Management To Change Prevention
Assume that, in order to prevent chaos from reigning in your organizational processes, you design and place into operation a change management system.
In order for your system to be effective, the turnaround time (i.e. latency), from request to disposition better be low enough so that people will be motivated to participate in the system.
If, over time, you keep adding more and more evaluation rules to your system and imposing more and more pre-conditions (e.g. requiring a formal ROI analysis paper) on your proposers, your system’s latency will keep rising and its effectiveness at managing change (accepting the good and rejecting the bad) will keep decreasing. People will conclude that it’s just not worth their time to traverse your bureaucratic gauntlet. In the extreme case, your system will automagically morph from a change management system into a change prevention system – and you may not even know that it has happened.