CHAPTER 2
Complexity and Turbulence as Triggers for Change
Abstract
Change management is often viewed with trepidation. There are many documented accounts of failed change management initiatives, and the causes are attributed to complexity. However, it is easy to use complexity as a reason for failure in change initiatives and projects in general, but surely it is better to try to understand the causes and then deal with these complexities to help improve the chance of success. Traditional methods and means, although appropriate, are seldom sufficient on their own. There is an increased need to be perceptive and vigilant and to remember that what works in one situation may not work in another. This chapter intends ...
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