ABSTRACT
Organizational change is a constant in 21st-century organizations, and managing organizational change constitutes an essential skill for leaders in all organizations. Edgar Schein, Professor Emeritus at the MIT Sloan School of Management, made the statement in the epigraph almost 40 years ago, and it is even truer today. Schein has made significant contributions to our understanding of organizational change, change management, organizational culture, and leadership (Schein, 1988, 1992, 1996). Planning, initiating, and managing organizational change typically presents these difficulties: inability to anticipate all the major problems that arise, grossly underestimating the time needed to overcome the unforeseen problems and win acceptance by people involved, and the struggle to overcome resistance and turn resistance into acceptance of the change (Argyris, 1999).
