Identifies the change agent in the organization, the practical implications arising from research into the politics of the change process and offers an approach in which the work can be combined with traditional management techniques.
What competences are required to manage organizational change effectively in the 1990s? What demands do complexity and pace make on the change agent? How can the relevant management expertise be developed? These are the central questions addressed in this book. The authors review recent commentary in the field, identify the limitations of advice derived from that commentary (from the point of view of the practitioner) and introduce a fresh perspective to guide the change agent.