ABSTRACT
This chapter is divided into two parts. The first attempts to survey and interrelate several distinct sets of approaches to organizational change. The second part dissects one of these sets—the one here called the people approaches—in much more detail. The people approaches deserve this more intensive analysis because they are currently in wide and increasing use in industry, and because they remain, after 20 or more years of development, highly controversial issues even within the social-scientific community.
