According to the systemic/complexity principle, the law of complexity is ruling in any organizations. Rising evidence from complexity science and systems thinking specifies that huge systems demonstrate a different behaviour from their distinct divisions. System theory presents an organization as "non-trivial machine", whose conducting cannot be calculated or predicted by a computer. Such new sciences are useful for organizational change and development, for instance in Systemic Constellations, Open Space Technology, Appreciative Inquiry, etc.
According to the quantum principle most of our everyday assumptions are still founded on classical mechanics that usually are practical while working with organizations. For instance, the majority of people would believe that if A is true, than B is false. Some of the thinkers relate organizations change to Quantum Mechanics that presupposes the following: B is in the same way true, if A is true, and A could not be without B, that is just a different side of the coin. Spectators (or leaders, or experts) are constantly component of a field that they manipulate but they are influenced by it themselves at once.
Below there are some celebrated concepts where the Change Management practice is entrenched. There are some common characteristics in practice of these concepts, and the tools of these ideas are often rather interchangeable.
Theme Centered Interaction (Ruth Cohn)
Process Oriented Psychology
Transactional Analysis
Neurolinguistic Programming (John Grinder, Richard Bandler, Robert Dilts)
Family Therapy/Systems Thinking (all the new thinkers Fritz Simon, Bert Hellinger and Virginia Satir)
Communication Theory (Paul Watzlawik)
Total Quality Management
Whole Systems Change (Marvi Weisbord, Harrison Owen and others)
ADKAR (Change management model which unites individual change management and organizational change management).
Change Management Excellence (Martin Roberts PhD)
David Gleicher and Richard Beckhard developed the Formula for Change which is sometimes named Gleicher's Formula. This Formula demonstrates that the mixture of organisational displeasure, apparition for the possibility of tactical, immediate action must be sturdier than the confrontation within the organisation for significant changes to occur.
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