ABSTRACT
This chapter focuses on the issues of practical relevance for practitioners interested in change management: top and middle managers, management consultants, HR staff, etc. A consultant from a leading management firm is used, a task force is organized and a number of workshops with managers at various levels are launched. A change programme makes all employees aware of the new corporate situation and engages them in realizing values crucial for success and survival is started. The chapter first discusses the hyperculture, symbolic anorexia, and an over-focus on values and a denial of ignorance. The second discusses the various images of change projects and the need for and possibility of developing a shared view and a common language around the specific change project. The third part more directly tries to offer fifteen lessons, through indicating not just traps to escape, but also themes worthy of more positive attention in working with change.
