Ownership, family, business, and personal trajectories can each create forces for and against change depending on the stage of the trajectory. In the early stages of ownership, family, business, and personal trajectories, there is often a desire to grow and explore new opportunities, creating a force for change. However, as these trajectories progress, there may be more resistance to change as individuals seek to protect what they have built.
For example, in the early stages of a family business, there may be a strong sense of shared purpose and commitment to success, creating a force for change. But as the business grows and tensions arise between family members, there may be more resistance to change as family members seek to maintain their power and influence within the business.
Similarly, in the early stages of a person's career, there may be a desire to take on new challenges and explore different opportunities, creating a force for change. However, as individuals gain more experience and expertise, they may become more focused on maintaining their existing roles and responsibilities, creating a force against change.
Your share, thank you, demonstrates an analytical approach by examining the forces for and against change in different trajectories. It provides specific examples of how ownership, family, business, and personal trajectories can affect attitudes toward change over time.
The post appears to be descriptive and myopic, as it focuses on a narrow topic without offering a broader perspective or alternative viewpoints. However, it does add value by offering insights into the dynamics of change within different trajectories.
One area of concern is the lack of real examples and credible published, peer-reviewed citations. While the post provides hypothetical scenarios, it would be more convincing to include real-world examples and supporting evidence from published sources.
Your post meets some of the criteria for a master's level assessment, but it could benefit from a more comprehensive and evidence-based approach.