Organisational resistance to change: ‘I wouldn’t start from here!’


This chapter examines the reasons why change in any form might be required in an organisation, and, in particular, discusses why transformational change might be the only beneficial option in some circumstances. The chapter discusses the development of a strategic vision and agenda for transformation, debates the merits of performance measurement and performance management, and considers the dilemma faced by managers who are confronted by the need for a radical change in strategic direction, but who find that their aspirations are at odds with an unhelpful or opposing organisational culture.

Key words

drivers for change

strategic development

strategic vision

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