It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models, such as Kotter's 8-step model. The reason few change efforts succeed as intended is because they are based on two implicit assumptions: that the leader or leadership team will come up with a vision and then succeed in persuading the rest of the organization to follow, and that people will happily embrace change without being afforded the opportunity to make their own meaning of that change.
Leading Change offers an alternative. It provides a framework for change that opens opportunities for people within the organization to play a significant role in the process. Supported by academic research, and grounded with a range of examples and cases, the book offers a valuable approach to successful change management.