Who says change can be managed? Positions, perspectives and problematics
- Publisher:
- John Wiley & Sons
- Publication Type:
- Journal Article
- Citation:
- Strategic Change, 2002, 11 (5), pp. 243 - 251
- Issue Date:
- 2002-01
Closed Access
| Filename | Description | Size | |||
|---|---|---|---|---|---|
 | 2002000470.pdf | 757.34 kB |
Copyright Clearance Process
- Recently Added
- In Progress
- Closed Access
This item is closed access and not available.
We pick up a current challenge in the change management literature - whether change can be managed. The answer to this question depends upon the underlying image one has of both managing and change. We develop a model based upon two images of managing (management as controlling; management as shaping) and three images of change outcomes (intended, partially intended and unintended). From this we identify six views on managing change: directing, navigating, caretaking, coaching, interpreting and nurturing. We outline different theories associated with each of these views. Theorists and practitioners hold differing images of what managing change actually means - which leads them to talk past each other when attempting to engage in dialogue around how change can be managed.
Please use this identifier to cite or link to this item: