Consulting for real transformation, sustainability, and organic form

Abstract

Proposes that the practice of consulting for organizational change often does not change the organization fundamentally. Suggests that real transformation occurs at deeper levels of an organizational system. Presents a more whole and integrated methodology more likely to help organizational systems to develop the capacity to reconfigure and respond to environmental fluctuations and changing strategies.

Citation

Old, D.R. (1995), "Consulting for real transformation, sustainability, and organic form", Journal of Organizational Change Management, Vol. 8 No. 3, pp. 6-17. https://doi.org/10.1108/09534819510090123