ABSTRACT
In the past decade, both popular-press and academic commentators have stated, with increasing insistency, that planned large-scale organizational change is critical for long term organizational survival (Kilman & Covin, 1989; Mohrman, Mohrman, Lec Cummings, Lawler, & Associates, 1989). And yet, such change remains enormously difcult. Were there a great, summary ledger of organizational change, it would not balance. The ratio of innovations adopted to benets obtained would prove top heavy; organizational investments in new programs and technologies would outnumber organizational benets gained (cf. Harris, 1994).
