The Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture (Leading Change in the Digital Age Book 1)

by Paul Gibbons

agile people and behaviors, agile cultures, agile structures, and agile processes.

These managers’ experience at work was more or less constant change and its effects, constant pressure, and constant turmoil. The manager who “just keeps things running smoothly and doesn’t have to worry about change” is a fantasy, perhaps from a bygone era, but certainly not today. This also renders absurd the standard notion that management is about efficient running of the status quo and leadership is about change.8