Examines the structure of command in organizations and the use of “fear” to bring people into line during periods of rapid change. Details problems experienced by organizations who, though good at coping with crises, do not know what to do to maintain momentum without engineering the next...

Stories and customs at work may mirror the culture, be survivals from the past, or constitute a screen onto which fantasies are projected serving as safety valves, sanctioned expressions of “outlaw emotions”, or scapegoats. While some stories seem to challenge the culture they in fact...

Based on considerable experience, looks at the relationship between change and power, the role of change structures, and examines the importance of change signals, symbols and culture including “culture generators”; suggests that there are only four basic questions which need to be examined,...

A conceptual framework is provided for understanding the form and dynamics of organisational change. The basic organisational model and life cycle, the types of organisational change, and the role of company culture in organisational change are examined. The mechanics of change are discussed and...