The seven myths of change management

Business Strategy Review

Volumn 14, Issue 4, 2003, Pages 22-29

  Jarrett, Michael ^a  

^a LONDON BUSINESS SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84999379533     PISSN: 09556419     EISSN: 14678616     Source Type: Journal    
DOI: 10.1111/j..2003.00282.x     Document Type: Article

References (10)

1. Bennis, W G, Benne, K D and Chin, R (1985). The Planning of Change. (4th edition). London. Holt, Rinehart and Winston
2. Bion, W R. (1961). Experiences in Groups and Other Papers. London : Tavistock Publications
3. Freud, A (1966). The Ego and the Mechanisms of Defense. New York. International Universities Press
4. Feldman, ML and Spratt, M F (1999). Five Frogs on a Log: A CEO's Field Guide to Accelerating the Transition in Mergers, Acquisitions, and Gut Wrenching Change. Harper Collins, London.
5. Gladwell, M (2000). The Tipping Point. Little, Brown and Company, London.
6. Lewin, K. (1958) “Group decision and social change” in Maccoby, E.E, Newcombe, T.M. and Hartley, E.L. (eds), Readings in Social Psychology, Holt, Rinehart and Winston, New York
7. Kotter, J P (1995). “Leading change: why transformation efforts fail”. Harvard Business Review, March/April, pp. 59 – 67
8. Pascale, R (1998). “ Leading from a different place: applying complexity theory to tap potential” in (ed) Conger, J.A, Lawler III, E.E. & Spreitzer, G.M. The Leader's Change Handbook: An Essential Guide to Setting Strategy Direction and Taking Action
9. Romanelli, E and Tushman, M L (1994). “Organizational transformation as punctuated equilibrium: an emperical test”. Academy of Management Journal, Vol. 37, No. 5, pp. 1141 – 1166
10. Tushman & Romanelli (1985). “Organisational evolution: a metamorphosis model of convergence and reorientation” in L L Cummings and B M Shaw (eds). Research in Organisational Behaviour, Vol.17, pp. 171 – 222. JAI Press, Greenwich, CT