Helping top management avoid failure during planned change

Abstract

Managers use a variety of tactics to set directions, to identify ideas, and to implement plans during planned change. Some of these tactics were found to be quite successful, and others have high rates of failure. Failure stemmed from imposing ideas, adopting ideas after a limited search, and using power to implement plans. Managers were far more successful when objectives were set and the need for action made clear at the outset, when an unrestricted search for ideas was carried out, and when participation was used to entice people to go along with the planned change. Suggestions to improve practice are offered as steps to take and steps to avoid during planned change. © 1993 by John Wiley & Sons, Inc.