ABSTRACT
The last chapter outlined a critique of under-socialized models of change. These models, or n-step guides as I have chosen to call them, were criticized as ignoring the variety of influences and orientations which impact upon people at work and their experiences of change. By implication, then, what is required is a more socialized model of organizations and change which acknowledges features such as context and conflict, and makes some attempt to trace the factors which shape the context of organizations. A socialized approach should, therefore, make some attempt to trace the various, and different, influences and orientations which impact upon organizations. In addition, such a model should attempt to trace the roots and nature of conflict and would acknowledge, too, the active roles played by humans, and the various factors which impact upon their interpretations of events.
