Includes bibliographical references (pages 217-224) and index.

Unlike the changemongers pitching the latest blueprint for business success, Robbins and Finley consider the most neglected aspect of the whole change process: the human factor. They examine the psychological and physiological barriers to change that are built into individual and group behavior and show how managers at all levels can learn to work around these obstacles. They also identify: A continuum of management's approaches to change - from "Pummel" and "Push" to "Pull" and "Pamper." You'll see how to combine - or discard - certain approaches to maximize your chances for success. The classic responses to change - from the adaptable "metamaniac" and "metaphile" to the foot-dragging "metaphobe." Knowing who will move change along and who will gum up the works gives you extra leverage in gaining momentum. While they inject a necessary dose of realism into the change discussion, Robbins and Finley also offer reason to hope.

Why Change Doesn't Work contains dozens of tips for actually making change successful. You'll discover how timing can make or break a change program, how best to communicate to the troops, how to identify and nurture changemakers, and, most important, how to fire the organizational imagination so that even the most recalcitrant are amenable to change. The last and perhaps most valuable part of Why Change Doesn't Work contains a virtual encyclopedia of dozens of change initiatives past and present, from Reengineering and Value Disciplines, to Just in Time and Theories X, Y, and Z. The authors explain the origins of each, its pros and cons, which types can be combined, and which are contrary to human nature.

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