This thesis explores the 'Hearts & Minds' approach to managing organisational
change. It is based on the author's extensive experience as a management consultant
over a period of approximately ten years working with companies that range
from small to medium size enterprises to large multi-national organisations.
The thesis presents a coherent discourse on some of the problems associated with
organisations undergoing significant changes due to a range of factors including, downsizing,
restructuring, take-overs, and so on. Within the context of a rapidly changing
business environment driven by a global economy, the thesis provides a number of
case studies, focusing on the Hearts & Minds approach to developing an appropriate
management infrastructure that is best suited to a given organisation.
The thesis reports on a number of field studies that provide evidence of the Hearts
& Minds approach to change management in terms of introducing an open and transparent
approach to personal motivation and team building. This includes the development
of a quantitative model for understanding the underlying structures which
define organisations of all types irrespective of their size. The model helps to quantify
the principles that are inherent in the 'dynamics' of an organisation to which change
management is applied and is based on understanding an organisation in terms of
a non-stationary self-affine system .for which a computational measure (the Hurst
dimension) can be used to measure the coherence of information flow through an
The applications of the model, results and conclusions of the thesis are wide ranging
and in principle, should be applicable to a number of organisations and businesses;
for industry, commerce and the financial sector. Above all, the thesis attempts to
provide a unified account of the issues associated with change management that are
becoming vital in industry and commerce and are of international significance as we
are required increasingly to function with increased efficiency in an international arena
that is undergoing continuous and rapid change.
A Doctoral Thesis. Submitted in partial fulfilment of the requirements for the award of Doctor of Philosophy of Loughborough University.