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Rather than evaluating programs in terms of how happy they make people, how satisfied those people become, programs must be evaluated in terms of the quality of the discontent they engender. For example, if a consultant wants to assess whether or not an organization is healthy, hedoesn't ask, "Is there an absence of complaints?" but rather, "What kinds of complaints are there?"
在评估一个方案的时候，不是看它们会令人们多么高兴，不是看人们会变得多么满足，而要看这些方案引起什么样的不满。举例说，如果一个顾问要估价一个组织是否健康，他不是问，"是不是没有什么不满?"而是要问，"有什么不满?"
Instead of trying to make gradual changes in small increments, make big changes. After all, big changes are relatively easier to make than are small ones. Some people assume that the way to bring about improvement is to make the change small enough so that nobody will notice it. This approach has never worked, and one can't help but wonder why such thinking continues. Everyone knows how to resist small changes; they do it all the time. If, however, the change is big enough, resistance can’t be mobilized against it. Management can make a sweeping organizational change，but just let a manager try to change someone's desk from here to there, and see the great difficulty he encounters. All change is resisted, so the question is how can the changes be made big enough so that they have a chance of succeeding?
不要试图缓慢地一点点地变革，而要大变革。毕竟，大的变革比小的变革相对来说更容易进行。有些人认为，改进的方法是使变革的步伐小到使人注意不到。这种办法从来就没有成功过。真不知道为什么这种思想还在继续流行。每个人都知道如何抵制小的变革，他们无时无刻不在抵制小的变革。但是，如果变革足够大的话，要对它进行抵制就不可能了。管理部门能够大刀阔斧地进行全面的组织变动，但是你让一个经理把某个人的办公桌从这儿挪到那儿，看他会遇到多么大的困难。一切变革都会遇到抵制，问题是如何使变革尽量大一些，以使它们有获得成功的机会。
