ABSTRACT
This chapter discusses the second part of the 'Story of Change', presenting the evidence base of another six assumptions. Supervisory support is critical for the success of change. A leader cannot succeed on his or her own a powerful guiding coalition is needed. Furthermore, employees capabilities to change determine the organization's capacity to change. Also, participation is key to successful change. Resistance to change is detrimental to the success of change. A fair change process is important in achieving successful change. The term supervisory support is used mainly in scientific research and seldom in popular sources. Nonetheless, the importance of supervisory support, although not specifically mentioned, is widely recognized in popular sources. Nowadays, almost no change process evolves without a coalition of managers and employees initiating and guiding the required actions and interventions. An organization's change capacity (OCC) is an important concept, especially in an era in which major organizational changes seem to occur with increasing frequency.
