The writer outlines an effort to change the management of Extrusion Company from a traditional to a participative form. He notes that the chief executive officer prompted the endeavor in a manner that generated commitment but led later to disappointment and frustration and finally more relaxed expectations. He points out, however, that the outcome of the transformation remains undecided. He explores what happened and proposes the term instrumental change management to signify the inadequate attention given to the change process that appears to account for the lack of change momentum. Furthermore, he proposes that this term reveals the importance of a leadership dimension as well as a management dimension if organizational transformation is to take place.
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