ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book focuses on a critique of the field. While organizational change has gained a lot of attention in last decades there is a very clear gap between the academic discourse on the one side, and on the other side advice from management books that seek to address the practitioner in a self-help style. It argues that participation is at the centre of practising organizational change. Organizational change is seen as actively shaped by people in processes where they influence premises, design possibilities and shape change through their active involvement. The book aims to build a research-supported foundation for practising organizational change. The lack of integration between the theoretical work on organizing and change and practice of leading change is a major concern. The chapter presents theories that have practical relevance and build reflection and learning processes from local experiences.
