Reconsidering Change Management: Applying Evidence-Based Insights in Change Management Practice, 1st Edition (Paperback) book cover

Reconsidering Change Management

Applying Evidence-Based Insights in Change Management Practice, 1st Edition

By Steven ten Have, Wouter ten Have, Anne-Bregje Huijsmans, Maarten Otto


214 pages

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Paperback: 9781138340039
pub: 2018-08-06
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pub: 2016-07-19
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Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why.

Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analyzed and compared to the four specific themes laid out in the book (people, leadership, organization, and change process), resulting in their own set of assumptions. Each assumption will have a brief introduction in which its relevance and popularity is explained. By studying the scientific evidence, in particular meta-analytic evidence, the book provides students and academics in the fields of change management, organizational behavior, and business strategy the best available evidence for the acceptance or dropping of certain (change) management assumptions and their accompanying practices. By exploring the topics people, leadership, organization, and process, and the related assumptions, change management is restructured and reframed in a prudent, positive, and practical way.


"This book offers a critical look at the assumptions underlying modern organization change efforts—A must for scholars and practitioners alike!"Tonya L. Henderson, Principal-Gly Solutions, LLC, USA

Table of Contents

1. Introduction

2. Why Reconsider Change Management?

3. Story of Change: 18 Leading Assumptions in Change Practice

4. Methodology

5. Examining the Story of Change: Part I

6. Examining the Story of Change: Part II

7. Examining the Story of Change: Part III

8. The Story of Change Reconsidered

About the Authors

Steven ten Have is full Professor of Strategy and Change at the VU University Amsterdam, the Netherlands, visiting professor at the Nyenrode Business University, the Netherlands, Chairman of the Foundation The Center for Evidence-Based Management, and Partner at TEN HAVE Change Management, the Netherlands.

Wouter ten Have is University Lecturer of Organization and Change at the VU University Amsterdam, the Netherlands, visiting University Lecturer of Change Management (MBA Healthcare Management) at the Amsterdam Business School, the Netherlands, and Partner at TEN HAVE Change Management, the Netherlands.

Anne-Bregje Huijsmans is a Consultant at TEN HAVE Change Management, the Netherlands.

Maarten Otto is visiting University Lecturer of Organization and Change (Master of Science in Management) at The Hague University of Applied Sciences, the Netherlands and Consultant at TEN HAVE Change Management, the Netherlands.

About the Series

Routledge Studies in Organizational Change & Development

It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.

The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions:

  • What are the emerging themes in the field of organizational change?
  • Which theories and approaches to change have stood the test of time?
  • What are the key debates within the field?
  • How has the field been influenced by and incorporated newer approaches to organizational life, such as postmodernism, social constructionism, critical realism, and complexity theories?
  • What is the current status of OD (organization development)?
  • To what extent have countries in Asia, Africa, the Middle East and South America developed their own distinct approaches to change?
  • How are developments such as social media and virtual organizations affecting the way organizations perceive and carry out change?
  • Do successful organizations adopt different approaches to change than unsuccessful ones, or do they use the same approaches but more effectively?

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Organizational Behavior
BUSINESS & ECONOMICS / Organizational Development