This volume challenges conventional thinking about "managing" change, the obsession with fads such as "re-engineering", "TQM" and "vision and values" and the flood of change initiatives that engulf many organizations.;Drawing on their work with over 100 international companies and public organizations, the authors show how many managers are unwittingly stopping change happening. The harder they try, the less their organizations change - causing exhaustion and frustration.;The book examines how, in the authors' experience, organizations really change, how they learn to adapt to changing circumstances and what lessons managers can draw from this. They show how to release the natural energy for change which exists in people's hopes and ambitions, and in the well-known, but often unspoken, issues which frustrate and de-motivate staff and customers. They explore how to take account of the systemic nature of organizations, where actions do not have simple causes and effects, but can have unp