Change is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the same. Sets out to correct this omission in the literature by describing first two, and then three, types of change with the aim of clarifying what managers and other professionals concerned with this subject need to take into account when planning a change intervention. Without proper understanding of the type of change that is being planned, poor diagnosis and inadequate formulation and implementation will result. Finally, implications for organizations are spelt out and a distinction between changes and transitions is made, which, it is hoped, will enable managers to understand some of the frustrations about change when things do not go as planned.
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