Thirdly, the approach of planned change ignores situations where more directive approaches are required. This can be a situation of crisis, which requires major and rapid change, and does not allow scope for widespread consultation or involvement (Burnes, 1996, 2004; Kanter et al., 1992).
Finally, the critics argue that the planned approach to change presumes that all stakeholders in a change project are willing and interested in implementing it, and that a common agreement can be reached (Bamford and Forrester, 2003). This presumption clearly ignores organisational politics and conflict, and assumes these can be easily identified and resolved (Burnes, 1996, 2004).In