Determining the indeterminacies of change leadership Available to Purchase

A considerable amount of research supports the contention that between two thirds and three quarters of all change programmes fail in their own terms. In this paper I suggest that our inability to determine the future runs contrary to many assumptions about change management and that an amalgam of three particular theories of indeterminacy (constructivism, indeterminacy and complexity theory) ‐ which I call subjunctivism ‐ may help understand the problem.