Destaco na leitura este paragrafo (pág.397):

There are a growing number of change management and project management models (Cooke-Davies and Patton, 2008; Legris and Collerette, 2006; Shenhar and Dvir, 2007) adopted by businesses today that assist with the integration and management of the tremendous amount of change projects bring to an organization. Traditional models of organizational change (Lewin, 1951) indicate that change processes should be deliberately planned and managed. The organizational change literature is extensive with models recommending various steps or phases for management and change agents to follow when initiating and implementing change (Huy, 2001; Van De Ven and Poole, 1995). Former models of change (Galpin, 1996; Kotter, 1996; Nadler and Tushman, 1997) consist of multiple phases, however, in their discussion of change management strategies and the roles that leaders play, they discuss change as if it is a discrete event, a series of steps or stages or an easily prescribed process.