High rates of failure in organizational change efforts call attention to the need to identify and address persistent problems that threaten success. This chapter outlines issues that frequently hinder progress in various stages of the change process and offers advice to consultants and their clients in overcoming these issues. While models to guide intervention have advanced and the field has progressed, more attention still needs to be paid to the issues outlined here in order to enhance success rates in major change initiatives. New directions for research are suggested that would aid the field in continuing its evolution.
Pasmore, W.A. (2011), "Tipping the Balance: Overcoming Persistent Problems in Organizational Change", (Rami) Shani, A.B., Woodman, R.W. and Pasmore, W.A. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 19), Emerald Group Publishing Limited, Bingley, pp. 259-292. https://doi.org/10.1108/S0897-3016(2011)0000019011Download as .RIS
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