---
id: "concept-change-hyperactivity"
type: "concept"
source_timestamps: ["§ The Consequences of False Alignment"]
tags: ["execution-failure", "resource-allocation"]
related: ["concept-false-alignment", "concept-change-paralysis", "concept-change-tunnel-vision"]
definition: "A consequence of false alignment where change teams generate a massive number of shallow initiatives in an attempt to placate every executive's divergent vision simultaneously."
sources: ["governance"]
sourceVaultSlug: "hbr-seg-governance"
originDay: 7
articleStem: "hbr-cl-85-false-alignment-trap"
sourceUrl: "https://hbr.org/2026/07/the-false-alignment-trap"
sourceTitle: "The False Alignment Trap"
---
# Change Hyperactivity

Hyperactivity is the **'lots of action, no progress'** outcome of [[concept-false-alignment|false alignment]]. Instead of freezing (as in [[concept-change-paralysis|paralysis]]), the change team tries to meet the needs of *every* executive at the same time.

Because there is no unified agreement on what **not** to do, the team devises a huge number of initiatives. Many exist solely for political reasons — e.g., 'We can't eliminate that initiative — that one is for Joan.' Because the team is spread so thin trying to execute multiple contradictory visions, the resulting initiatives are shallow, speculative, and fail conventional tests of rigor. And because funding and attention are distributed across too many projects, none has adequate resources to succeed — high activity, zero meaningful progress.

Hyperactivity is the third-way sibling of [[concept-change-tunnel-vision|tunnel vision]]; understanding it requires grasping [[prereq-c-suite-dynamics|C-suite political dynamics]] such as budget protection and 'initiatives for Joan.'