Abstract
Seeks to help managers and human resource practitioners understand better why many change efforts (business process re‐engineering, total quality management) often end in failure. Outlines an approach that can result in more change success. Explores the human side of change with a primary focus on the psychological reorientation that organizations and their people go through as they come to terms with change in their environments. The reorientation involves three key phases ‐ endings, in‐between times and new beginnings. Discusses each of these phases and their corresponding activities. Presents recommendations for effectively moving through each of the three phases and for achieving overall change success.
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