ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book serves as an inspiration for the future development of evidence-based change management as well as the discipline, experience, practice, and insights underlying this development. The 'Story of Change' is based on a coherent set of 18 popular and widespread assumptions on managing change representing important beliefs, design guidelines, convictions, and practices among practitioners involved in change management. A sense of urgency among employees is not essential for implementing successful change, and managers should therefore be encouraged not to establish an artificial crisis to force change. Emotional Intelligence influences job performance as well as the working environment and may therefore positively contribute to change processes. Fair change process is important to realize successful change as procedural justice positively influences organizational outcomes. Organizational culture, and its relationship to change and performance, has an intuitive appeal. Nevertheless, culture is an illusory concept.
