It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change.
Leading Changeoffers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management.
Leading Changetreats change management very differently from the many other books I have come across on the subject. It builds up the Emerging Change Model step by step, chapter by chapter, showing how all the elements in the model are subject to change and how they influence each other. The most insightful yet down-to-earth book on change I have read in a long while.
Paul Lawrence has used his unique background as businessman, author, coach and consultant to provide a practical approach to a new way of understanding how successful change really works.
What setsLeading Changeapart is that it approaches change management using business leaders' first-hand accounts. These leaders were all confronted by extraordinary situations, across a variety of cultures and business sectors. The book offers the reader a real look into the dynamic juxtaposition of insight and reflection, action and reaction, listening and learning.
Acknowledgements
Introduction
01 The emerging change model
Method
Results
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