Changing the Way We Manage Change

Changing the Way We Manage Change

Changing the Way We Manage Change

Changing the Way We Manage Change


To cope with the chaotic new business environment, organizations must find ways to manage the problems of change--but also the process of change itself. Yesterday's solutions are obsolete. Innovative solutions are rare, yet even the best require not only the efforts of individuals but other "agents" as well. Sims sees change agents throughout any organization and at all levels--line and staff people, human resource specialists, and those who have hitherto had little reason to tackle such tasks and have not been accountable for their outcomes.


No matter which way they turn, organizations are increasingly expected to find better and faster ways of responding to the change challenges presented by the revolution in information technology, increased globalization, smarter customers, and a constantly changing employee base. Are organizations successfully responding to these challenges, or are they crippled by their inability to bring about the necessary changes? How effective are organizations in managing change? Are the change management or organizational development (OD) theories, models, interventions, and change agent skills proving to be of value to organizations in their efforts to change? If so, how can we improve on them? If not, then what should we be doing differently? These were some of the questions that inspired me to create Changing the Way We Manage Change.

The book you are reading reveals the collective thoughts of individuals committed to change management and OD. Changing the Way We Manage Change brings together change agents with extensive experience from various vantage points in managing change, allowing you to understand the way we are managing change now and what changes in the way we manage change may need to be made to improve change management success.

Although no book can address every potential manifestation of change management, this book is an attempt to look clearly without flinching at the ways we manage change, what we can learn from the way we manage change, and new ways of managing change. The good and not so good change management habits we can learn from this book will prove useful—even critical—for change success, not only in increasingly complex environments but also in an increasingly demanding and unforgiving world.

I wish to thank my blue-ribbon group of authors who have crafted their array of skills both on the firing line and from various other change management

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