Can models of organizational change help to understand ‘success’ and ‘failure’ in community sentences? Applying Kotter’s model of organizational change to an Integrated Offender Management case study:

TL;DR: In this paper, the authors highlight the problematic nature of the quality and application of current evidence to inform organisational change and raise a number of recommendations to support future evidence development using an open science approach.

TL;DR: Brown et al. as discussed by the authors explored successful strategies some business leaders used to develop and manage change initiatives to remain operable beyond 5 years and found that business leaders who remain in business beyond five years could implement successful corporate social responsibility initiatives that may influence individual and community wellness, social engagement, and prosperity.

TL;DR: Competitive success in the 1990s will belong to companies that escape the tyranny of their service markets to create new ones, a process that requires sweeping challenges to obsolete assumptions.

TL;DR: Kotter and Cohen as discussed by the authors argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action.

TL;DR: Kotter and Cohen as discussed by the authors argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action.

TL;DR: In this paper, the authors define the impact and definition of change management and the nature of change change and the Manager Mapping change, as well as the systems approach to change cases in intervention total project management.