In a progressively competitive and constantly changing business environment, organisations feel the need to look for quick change options, even if it means not giving proper consideration for the possible ramifications. Change theory argues that change must be considered and planned carefully. However, in this fast-paced business world, the complexities of change are sometimes overlooked in order to implement change quickly, especially in reactive circumstances, which leads to simplistic solutions and the search for one right way to change management. When possible though, change should be considered carefully so it does not act against an organisation’s strategic goals. This essay will firstly discuss the one right way to change and how no change theory is all encompassing, even though many models of change prescribe that it is the definitive change solution. The essay will look at environmental impacts that influence change. The punctuated equilibrium model and emergent change model suggest that the current business environment is volatile and unpredictable, which make planned change hard to achieve every time, especially when change is reactive. This essay will also discuss of the role of a change agent in organisations and whether using internal or consultant change agents affect the change process.

On the surface, the one right way to change is unrealistic and potentially goes against the best interests of the organisation. Burnes (1996) argues that theory not only prescribes what an organisation should do, but also denies the organisation to have choice over whether to adopt these prescriptions or not. Many change management theories attempt to offer the best way regardless of the organisation.

One of the first planned change management models was presented by Lewin, called the three-step model. This model has set the standard for change theories for 50