This text offers a way of understanding the processes of organizational change. Rather than being structured as a "how to" book, it provides the reader with practical insights and skills for managing (or resisting) organizational change. Its strength lies in three key areas. Firstly, and central to this book is the discussion and explanation of a strategic sense-making approach, for helping managers, management educators and students understand - and address - the process of organizational change. Secondly, through a longitudinal study of a major company which underwent several organizational changes, the book reveals some of the key problems and challenges that managers actually face when introducing, implementing and managing change. Finally, the book provides a detailed examination of the drive for organizational change among Western companies since 1975. In particular, Jean Helms Mills asks questions about why companies feel the need to change, and discusses research findings on the viability of culture change, re-engineering, ISO90000 and TQM change programmes. Applying a sense-making framework to organizational change in both a practical and accessible way, and combining the theory and practice of implementing change, this book represents an instructive and informative view on the implications of change in the contemporary business world