MOL 613: Leading and Navigating Change and Innovation : Home

The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical 'relational' approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it.

One of the major discussions in the business world is: How do we get our human capital assets more engaged in the organization? Current Gallup Polls state that 85% of our employees are not engaged within their organizations. The solution proposed by this book is the introduction of the TLS (Theory of Constraints - Lean - Six Sigma) Continuum Empowerment model, which comprises three levels of empowerment - Management, Cross-Functional Team, and Individual. The first is the empowerment that comes from upper management to the organization as a whole. The second level is the empowerment that comes from the various cross-functional teams and the final level is from the individuals themselves through their ability to take ownership in the processes in which they are involved. The end solution in the book is that if we can get the human capital assets to take ownership of the processes (that is, empower the front-line employees), it will increase the level of engagement. If they become more engaged they will empower the organization at all levels to introduce sustainable change management to resolve problems within the organization.