Introduction

The gap between designing a new organization on paper and bringing it into reality is the domain of organization change and development. Kurt Lewin, a famous social psychologist, once wrote that a social organism becomes understandable only after one attempt to change it. It often happens that management's awareness for a new organization design emerges only after the start of an intensive change process. And even if it were possible for an omniscient manager to develop a master blueprint before introducing organization change, it is doubtful that other employees would readily accept the new design or have the required skills for making the design work. For these reasons, managers need to be as skillful at handling the question of how to introduce change as they are in diagnosing what needs to be changed (Adams and Spencer, 1986).

This essay focuses on large-scale organization change...