ABSTRACT
Attempts to effect organizational change often face the obstacle of a lack of agreement among stakeholders on which aspects of the organization are the best candidates for change. Clearly it is productive to address only those issues that represent verifiable problems with cost-justifiable solutions. However, recommendations based on objective analyses may be devalued because they are not consistent with management’s view of the existing environment. Meanwhile, political considerations and anecdotal evidence often influence stakeholders’ decisions about which of several opportunities for change should be seized.
