ABSTRACT
An often-heard complaint about change in professional organizations is that it can be really slow. The processes are often unwieldy, erratic, sluggish and sometimes even chaotic. It seems like muddling through is the standard. Today's hard-and-fast agreement may be forgotten tomorrow. Command and control hardly ever work. The question addressed in this chapter is as simple as it is important: how to organize a process of change in a professional organization? 1
