Organizations are overrun with improvement initiatives, from infrastructure overhauls to sales programs. And they often add new ones, spearheaded by new leaders who want to make their mark. The good news is that new initiatives can energize people to attack organizational problems. But the bad news is that they have to learn a new improvement approach — one that can conflict with others that have worked in the past. The result: Employees get confused and cynical (senior management’s “flavor of the month”). Perhaps worst of all, they are forced to abandon old approaches that worked.