ABSTRACT
The purpose of this chapter is to present the findings of an analysis of recent organizational change within the National Trust utilizing Carnall's (2007) convergence model of strategic change, which focuses on an acknowledged situation where most organizations are involved, not in the implementation of a single change initiative, but rather in a multitude of change initiatives at any one time. From this model emerges the change capability framework (Carnall, 2007), which has been utilized in order to facilitate a better understanding of the interactions, linkages and interfaces between simultaneously ongoing change initiatives, and in assisting the assessment of the degree of convergence. The present analysis is based on the experience gained through the direct involvement in the early stages of the Organization Review – a National Trust change programme – and access to documents, reports and interviews with a number of the key people involved in this particular change process. The chapter seeks to understand the processes and problems associated with these changes and to develop new thinking of relevance to both academics and practitioners concerned with the successful and sustainable implementation of significant organizational change.
