Organizational change is a key facet of business growth and development, yet so many organizational change efforts ultimately fail. Adopting the approach of a unique 'complex adaptive system', Leading Change not only questions the definition of change failure, but offers a new framework for change that embraces an organization's human element to drive success.
It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole.
Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.
Paul Lawrence has used his unique background as businessman, author, coach and consultant to provide a practical approach to a new way of understanding how successful change really works.
Andreas Priestland, Director Learning Project and formerly Senior Organisational Development Consultant BP Group
This is a practical book packed with real life examples, constructive advice and challenge. The content will make you think, smile and occasionally wince! I commend it to everyone fascinated by the real drivers of change in organisations - big, small, start up, mature and across sectors.
Ann Ewing, Strategic Human Resources Leader with an international charity, formerly Head of Learning & Development with a major bank, and previously Vice-President Organisational Capability for BP.
What sets Leading Change apart from all of the the other publications that are so abundant on this topic, is the fact that it addresses change management via first hand accounts of real business leaders deep within the 'change trenches'. These leaders all confronted extraordinary situations, across a variety of cultures and business sectors. In doing so it offers the reader a real look into the dynamic juxtaposition of insight and reflection, action and reaction, listening and involving, learning and coaching that is anything but academic, static or linear within an organization...especially when it comes to change.
Graham Kwan, Chief Executive Officer, Character Capital Inc.
Leading Change is the umpteenth book on change management but it treats it very differently from other books I have come across. Paul manages to make it very personal and thus recognisable. He shows the struggle that each and every change agent is going through and makes it clear there is no one answer. The book is almost a reversed version of the average textbook: it does not teach you the model and then try to explain it. It builds up 'the Emerging Change Model' step by step, chapter by chapter, taking the reader by the hand. It shows how all the elements are themselves subject to change and how they all influence each other. It's all based on actual change stories, successes and failures. The use of anecdotes makes it an easy read and there is a powerful, recognisable insight on every page.The most insightful yet down-to-earth book on change I have read in a long while!
Karin Bax, Change Manager at HEINEKEN International
Leading Change treats change management very differently from the many other books I have come across on the subject. It builds up the Emerging Change Model step by step, chapter by chapter, showing how all the elements in the model are subject to change and how they influence each other. The most insightful yet down-to-earth book on change I have read in a long while.
Karin Bax, Change Manager, Heineken International
OD expert and executive coach, Paul Lawrence is Co-director of the Centre for Systemic Change, a change management company based in Sydney. Paul was previously a Global Programme Director for OD and Learning at BP.
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