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Observations on the Derailment of Organizational Change in Large Organizations

Observations on the Derailment of Organizational Change in Large Organizations
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Author(s): Ciarán Patrick Anthony Martin (Ciaran Martin Associates, UK)
Copyright: 2019
Pages: 15
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch012

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Abstract

This chapter explores key experiences of the author working within large organizations as a change leader and also as a change consultant. The focus is on five key change situations from which the author gained great insight into change and organizational development; how it is initiated, deployed, and managed; and how it can influence organizational success. The learning gained through these experiences is explored, as is how that shaped the author's thinking and practice. Additionally, and where possible and appropriate, guidance has been offered to other practitioners on key points of learning which may aid them with their professional development and, consequently, their change practice.

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