Abstract
Purpose – This paper seeks to explore the process of change and in particular the nature of complex adaptive change by exploring whether Beer and Nohria's findings that organisational change was rarely successful was corroborated by examining the experience of organisations in the UK. It aims to explore whether organisations do have an inability to learn from experience and whether there was any validity in Argyris and Schon's view that organisations found it hard to adapt because they built in special systems and defences that prevented them from learning and questioning their basic beliefs and assumptions.Design/methodology/approach – The approach adopted used a questionnaire to establish some insights into the dynamics of change by examining: what the major drivers of organisational change were; what the expectations of senior managers were to the change programmes they had introduced in response to the change drivers; what was actually achieved and did it meet their objectives when embarking upon the ...
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