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Mapping the territory

In: Informal coalitions

Author

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  • Chris Rodgers

Abstract

Over the past 40 years or more, much light has been cast on the nature and management of organizational change. Several useful concepts, tools and techniques have been introduced during this period, which have helped managers to lead and facilitate change more effectively. At the same time, research consistently suggests that upwards of two-thirds of all structured change efforts fail to deliver what they set out to achieve. As further evidence of this high failure rate, I constantly meet and work with managers who are exasperated by the inability of quick-fix prescriptions and seductively packaged change methodologies to make a real and lasting impact on the challenges they face. And yet, confronted by ever-increasing demands for performance improvement, they continue to search in these same areas for the keys to organizational change and performance improvement.

Suggested Citation

  • Chris Rodgers, 2007. "Mapping the territory," Palgrave Macmillan Books, in: Informal coalitions, chapter 0, pages 1-35, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-62521-1_1
    DOI: 10.1057/9780230625211_1
    as

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