Why Change Programmes Don't Produce Change

Abstract

Since the 1950s, the problems associated with the introduction IT in work organisations have proved to be of an enduring nature. Why do so many IT-enabled change initiatives fail to deliver on their promised outcomes? Having considered the nature of this dilemma with IT and related explanations from the literature in management and organisation studies, this chapter draws into sharp focus a range of institutional, organisational, and group pathologies that impede the effective delivery of IT-enabled change initiatives. Habitual organisational responses to these pathologies are highlighted as are the limitations of programme and project management when seeking to address pathologies that are predominantly of a behavioural nature. Implications for professional practice are outlined. The chapter draws to a close by reiterating the propensity for fragmentation and the role of good organisation development and change practices in fostering an integrated approach to IT-enabled change.