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Project Managing Change by Cindy Bush, Ira Blake

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Foreword

THE PROCESS OF CHANGE is inherent in humans: it happens to us all, all the time, and in general we cope remarkably well. It seems that it is only when humans are combined in organisations that change becomes a real problem. And there it certainly is a problem. Research tells us that most major change initiatives fail and that even smaller changes can be extremely difficult to achieve successfully.

Clearly there is some kind of gap in the market and, inevitably, there has been a rush to fill it. There are a great many books and articles that tell us how we should manage change initiatives. A cynic might ask why things remain so difficult when all that information is available. One problem might be that most of these books tend to focus ...

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