Mapping the territory

Chris Rodgers

Chapter Chapter 1 in Informal coalitions, 2007, pp 1-35 from Palgrave Macmillan

Abstract: Abstract Over the past 40 years or more, much light has been cast on the nature and management of organizational change. Several useful concepts, tools and techniques have been introduced during this period, which have helped managers to lead and facilitate change more effectively. At the same time, research consistently suggests that upwards of two-thirds of all structured change efforts fail to deliver what they set out to achieve. As further evidence of this high failure rate, I constantly meet and work with managers who are exasperated by the inability of quick-fix prescriptions and seductively packaged change methodologies to make a real and lasting impact on the challenges they face. And yet, confronted by ever-increasing demands for performance improvement, they continue to search in these same areas for the keys to organizational change and performance improvement.

Keywords: Organizational Change; Change Program; Organizational Dynamic; Joint Problem; Informal Conversation (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62521-1_1

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DOI: 10.1057/9780230625211_1

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