According to conventional 'wisdom', change is initiated by senior managers in response to an external stimulus and/or to realize their ambitions for the business. The required changes are then defined in detail and delivered using one or more formal "change management" methodologies, tools, and techniques (of which there is no shortage!).
In reality, though, regardless of which approach might formally be adopted...
change emerges in the ongoing social process of conversational interaction – not in the periodic issuing and step-by-step management of formal plans, programmes, and projects.
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