It is often claimed that 70% of organizational change efforts fail,
despite the popularity of linear change models. However these
linear approaches to change are often based on the premise that
change is predictable and straightforward, when actually change is
complex, with the 'human' element often changing the functioning of
the organizational system as a whole. Leading Change provides the
practical framework that allows leaders to actively engage with a
complex adaptive system to bring about successful organizational
change. Supported by academic research, and grounded with a range
of examples and cases, the book offers a genuine, viable
alternative to existing approaches.
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