ABSTRACT
The variety of theoretical perspectives on organizational change presents a confusing picture, but they provide important insights about the causes of change and the role of the manager in the change process. Some research on private organizations indicates that it is easier to convince individuals of the need for change when leaders can craft a vision that offers the hope of relief from stress or discomfort. Several researchers have observed that a crisis, shock, or strong external challenge to the organization can help reduce resistance to change. Some studies of organizational change have stressed the importance of having a single change agent or "idea champion" lead the transformation. Successful implementation of organizational change, therefore, often resembles a hybrid form that combines elements of lower-level participation and top management direction. In the public sector, top-management support for change often requires the support of top-level career civil servants in addition to politically appointed executives.
