Over the last decade or so, many management theorists and gurus have said, and the anecdotes have concurred, that the majority of corporate "change management" initiatives have failed to produce the benefits originally articulated. And as we've seen in both corporations and political systems, entrenched systems and paradigms do not change, transform, or evolve easily.

In such instances, an entrenched system resists, and then expels, the change-agent or agitator. Indeed, it may be completely unrealistic to expect significant or radical change — or expect radical change agents — to be successful in established large systems with entrenched and even celebrated unchanging cultures. Unless the company is also ready to relinquish its "old way" and transform via a new way.

The full text of this article includes a longer introduction, a review of "the challenges of large-scale change," a review of "hidden barriers to large-scale change," and a final section on "accepting or changing the paradigm."

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