ABSTRACT
Change management is fragmented because organisations tend to look at issues separately and in isolation (e.g., “safety first”) rather than as they depend on each other. This has led to a tradition of silo-thinking in how changes are planned and managed. Change management is also fragmented because the scope is limited to problems in their local context or corner of an organisation rather than the wider perspective. Finally, change management is fragmented in time because events are seen as discrete and synchronous rather than continuous and entangled. The dominant change management approaches have their root in technical production processes in the 1930s and are therefore ill suited for the complex socio-technical systems that exist today.
