Why Organizational Change Fails is about the sturdy and stable aspect of organisations. The purpose of the book is to make change managers and OD consultants sensitive to signals of the robust part of an organization, helping them to see something different than they usually see: signs of change.

Part I: Robustness 1. Robustness 2. Routines: The Social Aspect of Robustness. Introduction by Prof. Christien Brinkgreve: On the Tenacity of Sexual Differences 3. The Learned Organization: The Cognitive Aspect of Robustness. Introduction by Prof. Theo Mulder: On Human Motor Control in a Constantly Changing Environment 4. Power: The Political Aspect of Robustness. Introduction by Prof. Jan van Hooff: Power and Stability in the Social Organization of Animals 5. Pathological Forms of Robustness. Introduction by Dr Piet Boonekamp: A Chance Meeting Between Phytophthora and the Potato? Part II: Tenacity 6. The Tenacity of Organizations 7. Springing Back. Introduction by Prof. Louise Vet: Change for the Sake of Not Having To Change: A Metaphor from the Field of Ecology 8. Smothering Change. Introduction by Prof. Hans Bennis: On the (Un) Changeability of Language 9. Calculating. Introduction by Saskia van Dockum: Inertia and Change: Lessons from Archaeology Part III: Perspectives 10. The Blind Spot. Introduction by René Gude: Changes with Lasting Consequences: The Philosophy of Unchangeability 11. Lessons for Change Introduction by Frank Bijdendijk: The Yin and Yang of Our Built Environment In Conclusion