The Three ‘Forces’ for Change

Magne Y. Orgland

Chapter 4 in Initiating, Managing and Sustaining Strategic Change, 1997, pp 30-33 from Palgrave Macmillan

Abstract: Abstract In the literature on organizational change, there is widespread disagreement whether change should be implemented top-down or bottom-up (see, for example, Kilmann et al. 1990). Top-down change is seen to have the advantage of a clear direction towards an end state, to provide the integrated perspective that only top management can provide and to promise rapid change. However, top-down change can often lead to resistance and lack of commitment from middle managers and employees who might feel that top management does not really understand the problem.

Date: 1997
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DOI: 10.1007/978-1-349-14470-9_4

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