ABSTRACT
This chapter presents an overview of key concepts discussed in the subsequent chapters of this book. The book explains the organizational change efforts where culture is claimed as a key theme. Culture is seen as either the key issue to be changed or something that is crucial to take seriously in order to make change possible. Many organizations work with, plan or contemplate organizational culture changes, as an important element in other changes. It is said that organizations must learn to adapt to changes or otherwise risk failure. The book focuses on change design issues: how management operates, how managerial ideas inform and perhaps misinform actors in organizations. In terms of theoretical framework, one draws cultural thinking that focuses on meanings and symbolism. A sense-making theorist takes the opposite stance, and pays attention to how people reason and act based on their identity and perception of the situation. But theoretical approaches are aligned with a span of different empirical foci.
