Change is never a stepwise or easily prescribed process. Rather, it is
messy and complicated, and its outcomes are easily swayed by a host of
factors. In this context, leaders need to develop and utilize realistic
frameworks for organizational change. They need to implement a holistic
change model that defines and justifies the proposed change, and takes
account of both the abilities of those who will be asked to lead and
carry out the change, and the context in which the change is to occur.
To develop such a model, Herold and Fedor examined more than 300 changes
and interviewed over 8,000 individuals who lived through them. They then
reality-tested their model by bouncing their ideas off hundreds of
managers who were living change on a day-to-day basis. Those ideas are
collected in this practical book, which will be of use to anyone who is
likely to lead change initiatives in almost any organizational
environment--from executives, to consultants, to management students.