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What if managers and CEOs had access to four key factors that could determine whether an organizational change will be successful?

We've heard it before. The only constant is change. In the corporate world, change keeps businesses competitive and is essential to a healthy bottom line. One of the biggest forms of corporate change is via mergers and acquisitions. Yet, 50-80% of these forms of change fail, not usually because of poor products or services, but because of employee reaction to change.

So why do people hate change so much? And what if managers and CEOs had access to 4 key predictors of how employee reaction would affect the change they are going through? The answer is people don't hate change. If they did, there would be no such thing as vacations and new shoes. What they hate is unexpected, uninformed, and poorly executed change. Successful change execution requires an understanding of the factors that predict employee response to change.

In Change Reaction, Author Otis Johnson expands upon his doctoral dissertation in management, leadership, and organizational change. Utilizing the data from his research, along with practical examples, he provides managers four key predictors of success in organizational change, all of which are focused on employee reaction.

Change Reaction brings together years of study and offers a unique look at the scope of change management, one that considers the individual reactions and how they impact the whole―moreover, how the combined contribution of the team is always greater than the team members' individual contributions.