Change:Who killed change? Reconsidering the relationship between projects and change

Society is full of potential change agents agitating for improvement, enhancement and further development. Aspirant initiatives range from improving public services, reforming government and available services and engaging younger voters in politics, to the transformation of organisations, the successful implementation of mergers and acquisitions and the development of digital presence, experiences and perspectives to corporate life, social communities and consumer behaviours. Yet, while change is ubiquitous to thriving societal and organisational life, change initiatives continue to flounder at an alarming rate. The poor success rate of change initiatives has intrigued change management and organisational psychology research - ers and practitioners for over half a century. This chapter focuses on some of the leading insights into change management and its successful adoption