ABSTRACT
Self-managing teams perform better in realizing change than traditionally managed teams. This integral model of the Story of Change is based on the selection of 18 leading assumptions in the field of change management, as described in this chapter. It seems to be an ideal, simple, and clear story, grounded in the messages conveyed by popular management books and consultancy firms in the last decades. A reputed consultancy firm founded by a change management guru states that 'change practitioners have some culpability for the atrocious 70" failure rate of change initiatives. A third large international consulting firm states that vision is important: Any disruptive change needs to be communicated in a way that aligns all constituents and staff to the new direction. For the Dutch financial sector an organization's capacity for change is: The extent to which groups of people within that organization are willing and able to effectively implement ambitions and objectives and ensure they succeed.
