Unleashing Change: A Study of Organizational Renewal in Government
"Blending abstract or mathematical models with practical-minded situation and responses, Unleashing Change is a valuable resource and reference to consult when attempting large-scale bureacratic reorganizations, from corporate hierarchies to the government of nations." —Wisconsin Bookwatch"Steve Kelman's creative research, augmented by his own considerable experience as a reform-minded federal official, gives this book unusual depth and authenticity." —Rosabeth Moss Kanter,Harvard Business School"An excellent book...readable and whilst secure intellectually it also touches on practical concerns." —Colin Carnall,Journal of Change Managment, 11/1/2005" " —Reference and Research Book News, 11/1/2005"An original and important contribution to the literature.... This major contribution effectively undercuts archaic clichés and offers strong possibilities for future research that could have a significant impact on public administration theory and practice." —E. Lewis, New College of Florida,Choice, 12/1/2005"There can be little doubt that this is a clever and interesting book. Its conceptual and methodological sophistication carry it well above most run-of-the-mill public administration texts and, equally, above many books on change management.... It is an accomplished work by a leading public management academic. A satisfying analysis of a particular episode, it is also full of stimulating ideas that can be carried further in other contexts." —Christopher Pollitt, Erasmus University Rotterdam,Administrative Science Quarterly, 6/1/2006"Steve Kelman's UNLEASHING CHANGE is empirical social science at its best and administrative science at its finest. An analytic tour de force, it is also surprisingly personal and engaging. Kelman not only lays out a potent and thoughtful conceptual framework, but also relates the compelling tale of an academic actually using that framework to great effect. A 'must' read." —Roderick M. Kramer,Stanford Graduate School of Business"He writes in a clear, readable style, using memorable examples and avoiding the usual management jargon. This 308-page book offers a clear road map for anyone looking to make organizational changes." —Trudy Walsh,Government Leader: Managing for Results"I am confident that public administration scholars will read it for many years to come. Kelman masterfully operationalizes concepts drawn from social psychology, constructs and analyzes nonlinear and interaction effects, and breaks his large sample into informative subsamples." —Sanford Borins, University of Toronto,Journal of Public Administration Research and Theory, 8/24/2005"Kelman's study of a large-scale reform effort on the front lines of government provides an unusually rich and complex look at how change occurs. This book will be useful both to academics and practitioners/polcy makers....This book reminds us what social science is all about. Organization and management theory could use more studies like this." —Kathleen M. Sutcliffe, University of Michigan, Ann Arbor,Academy of Management Review"This is an interesting and important book. It illustrates a valuable, successful intervention, and it debunks many taken-for-granted assumptions about organizational change." —Jean M. Bartunek, Boston College,International Public Management Journal"Steve Kelman offers a unique and crucial perspective on this very important instance of the worldwide movement toward 'debureaucratizing' government. He brings to the study of organizational change the insightful, informative mix of an experienced executive's observations and a social scientist's analysis of rich survey evidence. Everyone concerned with good government needs to get this book." —Hal G. Rainey, School of Public and International Affairs, University of Georgia"This is an extraordinary book that might cause a 'mental revolution' in any public administration scholar who reads it....Steve Kelman masterfully engages the reader in a provocative intellectual dialogue that reaches out to the postbureaucratic world." —Vadym V. Pyrozhenko, Syracuse University,Public Administration Review