Ownership Trajectories:
Early Stage Ownership: In the early stage of ownership, there may be a strong motivation for change, as the owner may be looking to build and grow the business. This could create a force for change.
Mature Stage Ownership: In the mature stage of ownership, there may be a resistance to change, as the owner may be focused on maintaining the status quo and protecting the business. This could create a force against change.
2.Family Trajectories:
Early Stage Family: In the early stage of a family business, there may be a strong sense of collaboration and a willingness to embrace change, as family members work together to build the business. This could create a force for change.
Later Stage Family: In the later stage of a family business, there may be a resistance to change, as family members may be more focused on preserving their roles and positions within the company. This could create a force against change.
3. Business Trajectories:
Growth Trajectory: During a period of growth, there may be a strong force for change as the company is expanding and looking to capitalize on new opportunities.
Stability Trajectory: During a period of stability, there may be a resistance to change, as the company is focused on maintaining its current success and avoiding risks.
4 Personal Trajectories:
Early Career: In the early stages of one's career, there may be a strong desire for change and advancement, as one seeks to establish themselves and climb the career ladder. This could create a force for change.
Later Career: In the later stages of one's career, there may be a resistance to change, as one may be more focused on maintaining their current role and avoiding risks that could impact their retirement plans.
Overall, the different stages of ownership, family, business, and personal trajectories can create a complex set of forces for and against change. Understanding these dynamics can help leaders make informed decisions about when and how to pursue change within their organizations.
Your post appears to be descriptive and analytical, outlining different trajectories and their potential impact on change within organizations. However, it is myopic, as it only discusses four trajectories and does not provide any examples or evidence to support the claims made. It is unclear if the information presented is based on credible published, peer-reviewed citations. Additionally, while the post adds value by providing a framework for understanding the forces for and against change, it does not offer any practical recommendations for leaders seeking to pursue change within their organizations.