Change Management

In order to maximise their success, organisations today need to adapt to a turbulent environment ... Managing change is not easy (Burnes, 2009)

Information about Change Management

Managers in 21st Century organisations are faced with increasing challenges. One of these is managing organisational change (Cameron and Green, 2009). Managing change is akin to handling the complexities of travel: evaluating, planning and implementing operational, tactical and strategic options to ensure that the journey is worthwhile and the destination is relevant (Paton and McCalman, 2004). Indeed, there is something increasingly true to be said of the cliché 'change is the only constant'.

Organisations today perceive themselves as less and less stable, and more as a work in progress undergoing continuous change (Burnes, 2009). This is unsurprising considering the frequency of mergers and acquisitions, new technologies, product innovations, as well as threats from new competitors. One of the most important developments and perspectives on change management is therefore the theory of Emergent Change. This is a rejection of Planned Change which, developed by Kurt Lewin and lying at the heart of organisational development, remains the most highly influential change model.

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