Description

This book develops a critical view on the main current theories in change management.
Most of them offer partial explanations: the planning model considers
change as a linear process, in which design necessarily precedes implementation;
the contingent model is essentially focused on contextual pressures; the political
model is mainly concerned with power games, often leading to the dilution of
change, etc.

The book proposes an original combination of these models by referring to the
actor-network theory, a french sociological perspective. Thanks to numerous case
studies, it provides the reader with a rich and concrete understanding of the main
phenomena linked to any change process. It leads to a multidimensional grid
for assessing change processes and pleads for the adoption of a "polyphonic"
management style, in which the interests of the various stakeholders concerned
directly contribute to the design of the project.