History of Change Management (from WW11 to early 1990s) 

The key points in the evolution of organizational change research and practice from the post–World War II era to the early 1990s.

-   Post-WWII Focus (initially, studies concentrated on human relations, examining behavioural and system approaches. Research at that time addressed how organizations could increase flexibility (the ability to adapt to the environment) and decentralize decision-making by empowering sub-managers. Communication and the advent of new technologies, such as electronic data processing, began to influence change processes.)

-   Organizational Flexibility and Structure (some theorists defined organizational flexibility and suggested that delegating decision-making authority could help organizations respond effectively to environmental changes. However, others noted that a lack of alignment between communication structures and managerial changes could negatively impact organizations.)

-   Innovation and Human Elements (it was remarked on the ongoing nature of innovation, comparing it to “old wine in new bottles.” During this period, issues such as gender roles in the workplace and pay discrepancies also emerged, with critics highlighting that traditional technical roles were often more rewarded than managerial positions. It was argued that the primary objective of change was profit increase rather than mere efficiency, emphasizing the significant role of psychological processes and employee well-being.)

-   Rise of Change Agents and OD (from the 1960s onward, research began to focus on organizational development (OD) concepts, with studies highlighting the role of change agents in influencing employees’ behaviour and perceptions. Participation, particularly top management’s involvement and support, was identified as crucial for effective communication and the success of the change process.)

-   Shift Toward HR and IT Focus (during the 1980s and 1990s, the emphasis moved from traditional personnel management to broader human resources concerns. Researchers investigated how leadership, information technology, and career development could facilitate change. Emerging trends included the need for continuous adaptation and the integration of OD theories with modern management practices.)

-   Leadership's Critical Role (research underscored the importance of leaders — especially those exhibiting charismatic qualities—in driving rapid change and maintaining employee alignment. Additionally, studies noted that effective leadership is needed to counteract motivational declines during change.

Overall, the text outlines a progression from a focus on structure and human relations toward a more integrated view that combines leadership, employee participation, technology, and organizational development to navigate change successfully in an increasingly dynamic and complex environment.

Some following trends were important in this era:

1. a) an increasing interest in new work structures
2. b) high interest levels in developing OD theory
3. c) a growing interest in opportunities for mergers and acquisitions
4. d) improved technology in OD
5. e) an increasing focus in organization culture for managing change
6. f)  high performance-high commitment work systems
7. g) applicability of organizational change in international arenas

(main source: Adnan Celik et al, 2016)