The dual purpose of this paper is to question some of the taken‐for‐granted assumptions that underpin change management approaches and to suggest a framework for implementing change in organizations.
The paper develops a framework based on qualitative data gathered through action‐based research.
The paper provides a case study of one organization's experiences to illustrate the framework. The case study shows that managers can focus their actions to bring about changes to behaviors in the context of activities and practices that people perform on a day‐to‐day basis.
The research was undertaken in larger organizations (more than 750 employees) and the extent to which the framework can be applied to smaller organizations is to be demonstrated.
The paper encourages managers to refocus their efforts on the implementation of change rather than just the design of the change. It makes the case for action to be taken in the context of activities and practices that people should be doing rather than expending significant design efforts on what is done currently.
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