The catalyst for effecting change at every level of organization is
information, but information is not enough. Creativity, innovation, and
imagination are only based partially on information. The rest depends
on that special inspiration, inventiveness, and originality that only the
human spirit provides. Unfortunately, that human spirit seems to have
lagged in the past few years, particularly in the United States.
Managers all across the organizational landscape are struggling to
change deeply ingrained habits, but more than that, many organizations
are in trouble. There is cutthroat competition in the private sector, and
there is a strong anti-bureaucratic thrust pushing the public sector in
new directions hitherto untested by conventional politics. There is a
need to change drastically how we approach organizational processes:
business as usual is out. If they are to remain viable, organizations
need new visions to replace past successes and worn-out values.

Managers have to organize people toward new goals and must focus on
change.
Managers are being forced to institutionalize a totally new work
environment. The industrial model is just not functioning properly.
That has meant a need for new visions based on customer service and
quality. It has also meant new processes based on new ways to deal
with organizational strategy, teamwork, and people. Part 7 addresses
head-on the issues of organizational, team, and individual change and
renewal. Chapter 21 introduces the difference between change and

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