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Change Management

In: Embracing Organisational Development and Change

Author

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  • Antonie van Nistelrooij

    (VU University Amsterdam)

Abstract

Compared with organisation development (OD), ‘change management’ is a relatively recent phenomenon with certain distinctive characteristics and with a certain practical relevance that gained traction in the 1990s and has continued to grow in the subsequent decades. For organisational change to be managed in a more sustainable way, there is a serious need to question the assumptions that change management is based on. Therefore, the aim of this chapter is to examine the main assumptions behind and beyond interrelated change concepts as ‘change management’ and ‘change strategy’. In doing so, we will introduce and explore the following: Five typical areas of metalanguage on how to manage organisational change, thematically clustered by (1) the way management positions itself; (2) the way management regards change management; (3) the way change is managed by a parallel organisation; (4) the way the need for change is managed by constructing a ‘burning platform’; (5) the usage of top-down communication; and (6) the way management perceives the process of change as an ‘emotional transition’ Change management as part of strategic change The three change dimensions, content, process and context, as conceptual tools for engineering a change strategy ‘Emergent change’ as a counterpart of ‘planned change’ which is the main concept of complexity sciences

Suggested Citation

  • Antonie van Nistelrooij, 2021. "Change Management," Springer Texts in Business and Economics, in: Embracing Organisational Development and Change, edition 1, chapter 2, pages 37-86, Springer.
    • Handle: RePEc:spr:sptchp:978-3-030-51256-9_2
    DOI: 10.1007/978-3-030-51256-9_2
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