One of the key success factors for any organization is effective strategic change to ensure adaptability and increase productivity. Despite their importance, most change management projects fail - Samson and Bevington's research points to an average process failure level of at least 30% - and the problem is often the conflict between boardroom strategic initiatives and the procedural design.

Their analysis shows that most conflict occurs during seemingly small activities that help drive a process forward and can make up to 80% of many employees' workload - tasks...