This fieldbook, as its name suggests, is based on interviews with people in the field and, likewise, it is written for staff and managers at all levels in the field, i.e. a broad audience of the people involved in introducing significant changes. Because this is a collection of short stories, it doesn't have to be read from the front to the back. You can pick up the table of contents, find something, and in fifteen minutes, walk away with some ideas that you could use that same day. This new book is not designed for grand conclusions. The basic framework we first used in the 1996 Leading Change book continues to describe reality and to be a useful way of thinking.
People still struggle with change.
The average change effort that we look at is not very impressive. But I have no doubt that the rate of change is increasing which means people must get better at introducing it. As a mechanism for basically driving major change that seems to work terribly poorly. It doesn't set the stage well enough and it doesn't follow through well enough. It's a mechanism designed for small changes in a steady state, yet it is used constantly.