The Change Management Fallacies
Authors
Published
SAM Advanced Management Journal, vol.
Volume 84, issue
Edition 1
Abstract
The success ratio of organizational change management (OCM) remains at 50% or less for at least the last three decades, b/c such efforts fall prey to a number of fallacies. To start, change agents and managers alike have to shift from a possible change model to a probable model to increase the chances of better results and success ratios. In addition, they have to shift from a process theory of change to a practice theory of change, and more robust implementation strategies that have better chances of success. The conclusions are based on a comparison of over 240 change management field projects of which roughly one third demonstrated tangible results compared to one third that did not.
