Average Reviews:
(More customer reviews)"Making Change Happen" is good, as far as it goes. The discussion of people and their ability to fit in a changing organization and promote the change is good. If you are buying this book to guide in change planning and implementation, it provides some good groundwork information. But it is not sufficient, by itself. This author uses supervisors' assessments of "change readiness", etc.. Other books and articles provide more rigorous and objective testing of staff change readiness, etc. The author also does not deal with the morale and organizational impact of forced reassignments and "outplacement" (lay-offs or firings). He even strongly implies that the staff that remain will have higher morale during the process. Obviously, he is a consultant. He has never been close to the workforce in an organization that is in the midst of an organizational change process, or one that has had lay-offs or firings in the proceeding months or years. Nor has he read the research on how those impact morale, retention of business knowledge, and, ultimately, productivity. In that sense, this book reminds me of the Hammer and Champy "Reengineering" books of the last decade; pregnant with potential, but lacking a connection with critical components of the realities of what is happening in the corporation.
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