ABSTRACT
This chapter examines the question of which dysfunctions or syndromes can play a role when changing organizations. It first examines what the nature and the role of syndromes are in changing organizations. Then the dysfunctions that are singular and twofold are addressed. Then it explores which dysfunctions have an integral character and as a result affect all petals of the Change Competence Model. Dysfunctions often play a significant role in the lack of success of change projects. By focusing on the problem areas or symptoms is not totally strange; often those are immediately tangible and the most visible. A good diagnosis can help expose possible obstructing syndromes or dysfunctions. Such a diagnosis must preferably be made prior to the start, but if necessary, as soon as a change process that has been implemented faces obstructions. Organizations must combine a guiding and appealing vision for change with adequate capacity for change.
