<a href='http://www.amazon.com/change-not-Ralf-Wetzel-ebook/dp/B00H55KEMC/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1386838469&sr=1-1&keywords=To+change+or+not+to+change'>Also available as Kindle e-book</a> <a href='https://itunes.apple.com/nl/book/to-change-or-not-to-change/id774825401?mt=11'>Also available in iBookstore</a> Harold Newman is a staff member of a research institute working on the theory and practice of business organization. His next assignment, analysing a change management project at the KSV Ltd., promises to be no major challenge. But in its course, he comes to realize that all of his beliefs and insights into successful change management are ready for the spoil heap. Harold learns a new lesson: change management comes with strings attached. It is studded with so many pitfalls and caught up in a tangled web of interdependencies and hidden forces that the common manuals and recipes have only limited meaning in real life. Rather, the success or failure of change seems determined by the interplay
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