ABSTRACT
This chapter examines the role of paradigms in helping better understand the change process and its management. We suggest that paradigm change is the ultimate goal of all change efforts-people have to think differently about the organization and their role in it. We also note the importance of recognizing that change agents, because they are subject to misperceptions due to bias and lack of appropriate change paradigms, are also paradigm-driven. We explore biases and offer suggestions for avoiding them. The bulk of the chapter is devoted to presenting two integrated change models, one dealing with change readiness creation and one dealing with institutionalizing change, as refinements and extensions of the dominant process paradigms of change employed by change agents and scholars.
