Challenging the code of change: Part 1. Praxis does not make perfect

Abstract

It has been argued that the two most common approaches to change management adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and, thus, integrating elements of both into any change initiative has been proposed. The dichotomy presented by a Theory E approach, incorporating practices driven by an economic imperative and a Theory O approach, incorporating practices to improve organizational capability, are questioned by this research. By comparing the integrated model identified by Beer and Nohria (2000) with 18 other change management approaches, the limitations of their model are exposed. The considerable similarities observed between change management models leads to the conclusion that a more comprehensive integrated model should be developed and tested. This includes the importance of identifying the context for change as a prerequisite for change design. Initial research validated the use of an extended list of critical success factors and the utility of a new model for initiating change and reinforced the importance of a contingency paradigm.