Why Change Programs Don’t Produce Change

Why Change Programs Don’t Produce Change

Any person can write a book, but the credibility of an author is important in determining the quality of his or her work as well as the sources used in his work. Here are different ways in which readers can determine the credibility of an author depending on the type of the source. For example, to determine the if a book author is credible it is advisable to check the foreward, preface or the introduction of the book as well as the back cover of the book. On the other hand, to determine the credibility of an article author, the readers are advised to determine the type of publication (Lawyer, 2012). Following the above steps, it is correct to state that the authors of HRB’s On Change Management: Why Change Programs Don’t Produce Change, Russell Eisenstat, Bert Spector and Michael Beer are qualified to produce quality and reliable work. Russell Eisenstat is the current president of TruePoint and executive director of the company and served six years on the faculty of the Havard Business School. Additionally, he has B.A., Harvard University and Ph.D., Yale University, which makes him qualified to write this book. On the other side, Bert Spector has a BA in American history, MA in American History and Ph.D. in American history from the University of Missouri and a member of management academy making him qualified to participate in writing and publishing of the book. Finally, Michael Beer holds a BA from Queens College, a BA from Havard University, an MS from North Carolina State University, and Ph.D. in organizational psychology and business from Ohio State University showing that he is qualified to give credible sources.

What did you learn about change management?

The old hierarchical and bureaucratic organizations need to change the way they operate if they are to compete in the current efficient and effective market. However, most of the senior management misunderstands what it takes to bring change in an organization despite having the full knowledge of the advantages and disadvantages of change. To most of them, proclaiming far reaching programs, statements of purpose and corporate culture can bring change while in reality, only general managers and lower level managers can successfully bring change in an organization and not the top management (Kotter, 2011). The lower level management aligns employee tasks and relationships to address an association’s most vital aggressive obligation, and this brings the changes in that particular organization.

Related: Conflict Resolution

How did ethics/values/faith play a role?

Employee play an important role in the implementation and adoption of the change in the organization, especially when they uphold the ethics, values and have faith in the new changes being implemented in the organization. According to the authors, the ethics and values of an organization should focus on encouraging coordination and teamwork in the organization since it is vital to find and follow up on cost, quality, and item improvement openings. Additionally, faith in the organizational management and the new changes in the organization brings high degrees commitment which is essential for effort, initiative, and corporation that teamwork and collaboration in the organization demands (McDonagh, n.d). Therefore, ethics and values of the organization help to monitor and guide employee attitude and behavior towards the changes and this determine the success or failure of the changes.

How can you apply what you learned to change initiatives?

From the knowledge gained from the book, I can apply the skills learned to design and implement change in my organization. According to the book, the top management plays little or no role in the implementation of change apart from providing the direction an organization should take without getting into the specification. Therefore, the lower level managers play the largest part to ensure all organizational activities are coordinated, the commitment among employees is high, and new competencies such as education and training are introduced in the organization.


Kotter, J. P. (2011). HBR’s 10 must reads on change management. Boston, MA: Harvard Business Review Press.

Lawyer, J. (2012). U.S. Patent No. 8,126,882. Washington, DC: U.S. Patent and Trademark Office.

McDonagh, J. (n.d.). Why Change Programmes Don’t Produce Change:. Project Management: Concepts, Methodologies, Tools, and Applications, 2095-2116. doi:10.4018/978-1-5225-0196-1.ch105

Why Change Programs Don’t Produce Change