Determining the indeterminacies of change leadership
نویسنده
چکیده
© The author reserves all rights to use the article, or versions of the article, in future collection without seeking permission from MCB UP Ltd but will acknowledge the original publication A considerable amount of research supports the contention that between two thirds and three quarters of all change programmes fail in their own terms. In this paper I suggest that our inability to determine the future runs contrary to many assumptions about change management and that an amalgam of three particular theories of indeterminacy (constructivism, indeterminacy and complexity theory) – which I call subjunctivism – may help understand the problem. Introduction: subjunctivism – determining the indeterminate
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