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The purpose of the present paper is to examine the reasons and circumstances of strategic change initiatives and how management and their behavior can go wrong. In particular, how such change initiatives are being communicated, perceived, justified, and implemented within organizations. Organizational change management is usually understood on the basis of traditional strategy approaches and tends to focus on technical issues. Of course, most managers work feverously to identify and pursue change management. Executives that fail to plan for the human side of change will often find themselves speculating why the plan has failed. No single methodology fits every organization or situation.
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