Description
Book SynopsisDespite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why.
Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analyzed and compared to the four specific themes laid out in the book (people, leadership, organization, and change process), resulting in their own set of assumptions. Each assumption will have a brief introduction in which its relevance and popularity is explained. By studying the scie
Trade Review
"This book offers a critical look at the assumptions underlying modern organization change efforts—A must for scholars and practitioners alike!" —Tonya L. Henderson, Principal-Gly Solutions, LLC, USA
Table of Contents1. Introduction
2. Why Reconsider Change Management?
3. Story of Change: 18 Leading Assumptions in Change Practice
4. Methodology
5. Examining the Story of Change: Part I
6. Examining the Story of Change: Part II
7. Examining the Story of Change: Part III
8. The Story of Change Reconsidered
