ABSTRACT
This introduction presents an overview of key concepts discussed in the subsequent chapters of the book. The book explores the difference between those instances when an organizational change is indeed better and when it is decidedly worse. It focuses at instances of organizational change where the managers and consultants kid themselves about what is going on in the change effort. The book also focuses on how senior managers and especially external consultants can assume that they are superior relative to the client company in general. It expresses that resistance of employees only occurs when intelligent people are given no view of the proceedings and are not included in general in the change effort. The book also explores ideas about redundancy and the reality of it in one organization, and the depth of cruelty in the change agents and the depth of trauma in those affected.
