Who killed change management?

Abstract

A story is told here of an investigation into change management's apparent death, provoked by the dubious business novel Who Killed Change [Blanchard, K., J. Britt, P. Zigarmi, and J. Hoekstra. 2009. Who Killed Change? Solving the Mystery of Leading People Through Change. London: Harper Collins Publishers]. The story is told over eight chapters inviting you to investigate competing explanations for the death of change management using the structure of the story arc: stasis, trigger, quest, surprise, critical choice, climax, reversal and resolution. An annoying voice (sometimes interior monologue and at other times dialogue) of another reader keen to inform and frame your understanding of the status of change management remains ever present. The case is solved with the story's resolution providing insights into advantages of investigating over literature reviewing, the problematic/masculine nature of murder metaphors, the academic potential of story arcs and the mystery which characterises organizational change.

Keywords:

• storytelling
• novels
• change management
• organizational change
• consultancy

Acknowledgements

I acknowledge that this paper is an intentionally unorthodox paper raising challenges for editors, reviewers and subsequent readers. The particular Editor who facilitated the review process displayed a mix of sensitivity and humanity towards this creative enterprise intertwined with a determination to uphold the rigour of the review which I have rarely encountered and for which I am extremely grateful. I equally appreciated and empathize with the engagement of the anonymous reviewers. Inevitably this paper divided opinion amongst reviewers as I am sure it will do amongst readers, in that sense I am exclusively responsible for what has been written.