The research results show that 75 per cent of the applied change interventions were either

effective or very effective. Also, 25 per cent of the interventions were not very effective;
most of these were individual-oriented.

Andr de Waal , (HPO Center, Hilversum, The Netherlands and Maastricht School
of Management, Maastricht, The Netherlands)
Ivo Heijtel , (Ferment Management Consultancy, Amsterdam, The Netherlands)

Proposes six conditions which successful change efforts need to fulfil: selfdetermined and
selfmanaged change process; broad stakeholder involvement; comprehensive awareness
of current reality; creative mindset; systems thinking; and change model based on trust and
cooperation. Suggests that future search, real time strategic change and open space
technology meet most or all of these conditions, and provides a brief description of each
method. Considers some implications for the future of management development.
Concludes by questioning whether managers will still be needed in organizations using
large groupinterventions.

Martin Leith , (1996) "Organizational change and large group interventions", Career
Development International, Vol. 1 Issue: 4, pp.19-23, doi: 10.1108/13620439610124675

Increasing global competition has accelerated the rate of organizational changes, such as
reengineering, restructuring, and downsizing. As a result, organizational leaders find
themselves faced with growing cynicism among employees that the current wave of
changes is nothing more than the program of the month that will pass as those that
preceded it. We address the issue of how to make changes permanent by providing a
model developed from theory and research on organizational change and from successful
practices implemented in numerous organizations worldwide. The model can serve at least
three purposes. First, the model can assist change agents in planning for and assessing
progress toward institutionalizing organizational change. Second, the model can help focus
efforts of organizational scholars to study the change process. Third, the model offers the
basis for hypothesis testing regarding the success or failure of change efforts.

Achilles A. Armenakis, , Stanley G. Harris, , Hubert S. Feild, (2000), Making change

permanent A model for institutionalizing change interventions, in (ed.) Research in
Organizational Change and Development (Research in Organizational Change and
Development, Volume 12) Emerald Group Publishing Limited, pp.97 128

Type C change interventions include counseling, coaching, and consulting.

Each intervention involves a service provider who assumes the dual role of helper and
change agent. Each intervention also has unique characteristics that make it particularly
suited to affecting different types of changes in organizations.

James Kirk, Sherrie Howard , Illona Ketting , Courtney Little , (1999) "Type C workplace
interventions", Journal of Workplace Learning, Vol. 11 Issue: 3, pp.105-114, doi:
10.1108/13665629910264271

There is no one size fits all recipe for culture change. Rather, attention to context with key
features including diagnosis and evaluation of culture, a combination of support from
leaders and others in the organization, and strategies to embed the culture change are
important for the change process to happen.

Anya Johnson , Helena Nguyen , Markus Groth , Karyn Wang, Ju Li Ng , (2016) "Time to
change: a review of organisational culture change in health care organisations", Journal of
Organizational Effectiveness: People and Performance, Vol. 3 Issue: 3, pp.265-288, doi:
10.1108/JOEPP-06-2016-0040

We argue that change can be produced and facilitated through highly participative,
egalitarian, and intensive large-group interventions. Even though existing cultural research
might suggest that these approaches are inconsistent with the cultural orientation assumed
to be predominant in most Mexican organizations, we offer two case studies employing
whole-systems change approaches that provide evidence suggesting quite the opposite:
large-scale and highly participative change interventions are very appropriate to facilitate
change in Mexican society today.

Michael R. Manning, , Jos DelaCerda, (2003), Building organizational change in an

emerging economy: Whole systems change using large group interventions in Mexico, in
(ed.) Research in Organizational Change and Development (Research in Organizational
Change and Development, Volume 14) Emerald Group Publishing Limited, pp.51 97
 There is resistance to change in organisations, brought about largely by the fear of the
unknown by people. Handled correctly, using known and
tested change managementtechniques, change can be brought about successfully,
achieving set goals and objectives and to budget.

John Edmonds , (2011) "Managing successful change", Industrial and Commercial

Training, Vol. 43 Issue: 6, pp.349-353, doi: 10.1108/00197851111160478

The results show that monetary recognition helps develop employee motivation to change,
thus, ensuring a planned change. However, its variability has encouraged the emergence of
conflicts between the actors resulting in an increase of change according to the
politicalprocess.

Amira Sghari , (2016) "Can the staff recognition ensure planned process of organizational
change?", Journal of Organizational Change Management, Vol. 29 Issue: 5, pp.782-792,
doi: 10.1108/JOCM-11-2015-0206

The model has congruence with several OD frameworks. It complements OD by

harnessing organisational knowledge through creative involvement of organisational
members, adopting threetier working to involve the organisation at different levels,
employing threephase execution to sustain organisational members' motivation throughout
the programme

Avinash Kumar Srivastav , (2011) "ISO 9000 as an organisation development

intervention", The TQM Journal, Vol. 23 Issue: 3, pp.313-325, doi:
10.1108/17542731111124361

Employees should be made aware of and accountable for the consequences of unintended
use or avoidance of technology in order to enable positive change.

Roland K. Yeo , Michael J. Marquardt , (2015) "Think before you act: organizing structures of
action in technology-induced change", Journal of Organizational Change Management,
Vol. 28 Issue: 4, pp.511-528, doi: 10.1108/JOCM-12-2013-0247

United Kingdom employers in recently privatized and public sector organizations are relying
heavily on management training as an intervention mechanism to increase employee
productivity. organizations should give higher priority to other actions such as increased
staff resources and better internal communication systems.

Ian Chaston , (1993) "Performance Improvement Intervention: Privatized and Public Sector
Organizations", Leadership & Organization Development Journal, Vol. 14 Issue: 1, pp.4-
8, doi: 10.1108/01437739310023854