Based on the abstract and conclusion, write a summary of 500 words that is tough on (What was the study all about? What did the researchers conclude about the case study? How convincing are the results from cited paper? Are any of the results surprising? Is this study of interest to you? Any insights you got about organizational success or failure? Any ideas about your trajectory to becoming a leader? What questions do you have after reading this article?)

Topic: factors that contribute to change in organization, success or failure (A qualitative meta-analysis of 200 reflective case studies)

abstract: Change, and changing, exercise the minds of most managers most of the time. Consequently, leadership development and change management are top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotters change model, which has been long established, does not necessarily mean success, nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledge

Conclusion: The purpose of this chapter was to highlight and share insights and learning from real-world reflective case studies from the single viewpoint of HR, Health and Management scholar-practitioners and to look for experiences held in common across these different organizational change programmes. As a result of our study, we have found clear commonalities and key differences in their perceptions and experiences of change. Of greatest surprise is the lack of identified empirical evidence to support the widely held belief that over 70% of all organizational change programmes fail. The most significant finding is that change models and leadership styles differ depending on context and that effective leadership, communication, teamwork, and employee engagement are key factors that enable successful change. We conclude with some thoughts for evidence-based OCD practitioners: 1. Dont believe everything you read in popular change management books! Our findings suggest that organizational failure depends on who you ask and that change models are meant to be fluid and not followed rigidly. 2. A flexible organizational change approach is needed: The study findings suggest prescriptive change models are not always fit for purpose as change certainly does not always fit linear, rational, unambiguous models. Indeed, they tend to support the one size does not fit all approach to change, as Burnes (2014) discussed. 3. Communication, leadership, and team working will enable change: Our findings suggest that those organizations with ongoing communication and a more open and flexible leadership style, which readily involves others, are more likely to achieve successful change. We sense that we knew this already as evidence-based OCD practitioners; we just needed the evidence to prove it