“ Sometimes , to change the people , you ’ ve got to change the people ” : When learning is not enough

“Sometimes, to change the people, you‟ve got to change the people.” A leader‟s comment prompts us to consider whether change that requires a quick shift to new schematic sets, aspirations, activities, goals and capabilities will require radical measures. This paper describes change management models and organisational learning strategies commonly cited in change literature. It argues that learning is not always aligned to organisational imperatives and that systematised doubting sometimes undermine strategic intent. We use a single case to illustrate some of these theoretical arguments provided in change literature and demonstrate why some of the generally accepted tenets of change may need to be reconsidered.