See here for a list of additional extracts from some of the largest studies carried out over the last 4 decades from around the world. These studies have been specifically constructed to look at 'Change Program Failure Rates' and the benefits of leading 'Change' with a deeper level of understanding.
In 2005, Golf Digest calculated that the countries with most golf courses per capita, starting with the best endowed were: Scotland, New Zealand, Australia, Republic of Ireland, Northern Ireland, Canada, Wales, United States, Sweden, and England. The first golf course in the People's Republic of China opened in 1984, but by the end of 2009 there were roughly 600 in the country.
The world market for golf club sales is £1.5 billion. The UK market is £100 million. The largest market in the world is the US. The second largest is Japan. The third largest is the UK. Callaway Golf has the largest share of the UK market in woods (15%). Wilson and Ping have joint largest share of the UK market in irons (12%). Ping has the largest share of the UK market in putters (28%). 4 million people play golf in the UK. 2 million of those are members of private golf clubs and of these 80% are men and 20% women. There are 15,000 golf courses around the world that cover an area more than one third the size of Belgium. So, golf is very popular.
No one would argue against the case that education has been constructed following influence from an industrialised world. The inherited and evolved infrastructures we have come to rely on require a command and control approach to perpetuate the 'Them and Us'. It is this structure that provides social positioning and thus power to leaders through fears learned in a world that supports a notion of hierarchical deference, (no one can deny that), but isn't it also the case that those leaving the education system (currently designed to reflect industrialised methods of control), are those subsequently employed in organisations. This cycle creates the next generation of people who's expectations are matched not only to historic patterns of organisational structure and control, but to their own 1st hand experience of that structure and control - ensuring it remains the norm?