Confessions of an Organizational Change Agent

Abstract

This is an account of errors made by the author in his role as organiza tional change agent working as a process consultant. For each error there is an illustrative case study in which he was directly involved. Although some of the case studies could be used to illustrate more than one error, this is avoided in order to provide more examples. The errors include initiating change from the bottom up, creating a change overload, raising expectations beyond what is possible, allowing inappropriate attach ment, becoming trapped in one part of the organization, changing only a subsystem, inappropriately using behavioral interventions instead of structural interventions, losing professional detachment, assuming that a change is needed, and failing to seek help.