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Chapter 5 ■ Theories of change: critical perspectives
level of analysis? Just as clearly the answer to that question is also no. Suffice it
to say that the theories reviewed in this chapter include those which really
require us to ask questions related to the economic performance in particular sec-
tors and to questions related to social, cultural and elite formation in particular
societies and the consequences of this for organizations.

Conclusion

The perspectives and theories considered in this chapter start from the premise
that there is much to question in the organizational change field. Traditional
models are considered to be too simplistic. In particular, organizational change
raises questions about the broader social, cultural and economic context if we are
to really understand what is going on when senior executives seek change. It
must also be noted that public service reforms raise a new set of questions about
change and how it is to be achieved. In truth most of these theories raise more
questions than answers. Nevertheless, for any student of organizational change
these perspectives encourage a critical view. The first step to understanding and
resolving a problem is to acknowledge that it might exist. These models will cer-
tainly achieve that end for those who take them seriously.

EXERCISES

1 Consider a ‘disaster’ such as the crash of the US space shuttle ‘Challenger’. Does
complexity theory help us understand how that happened?

2 Would it be fair to say that traditional theories are at least capable of providing
practical help to people engaged in change while critical theory only raises
doubts, questions and challenges?
3 Critically consider the organizational development model of change. On what
assumptions is it based? Would it work in all situations and in all cultures?

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