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"Now Tichy draws on decades of hands-on experience working with CEOs and boards to provide a framework for building a smart, effective transition pipeline, whether for a multi-billion dollar conglomerate, a family business, a small start-up, or a non-profit. Through revealing case studies like Hewlett Packard, IBM, Yahoo, P&G, Intel, and J.C. Penney, he examines why some companies fail and others succeed in training and sustaining the next generation of senior leaders. He highlights the common mistakes that can generate embarrassing headlines and may even call an organization's survival into question, and reveals the best practices of those who got it right"--

A questionnaire/interview was used as a follow-up study of forty-five change agents who were originally studied five years earlier. The results show that change agents, who make a living helping others deal with change, are having to cope with major shifts and changes in their own profession. Various changes in their methods are described, along with their own appraisals of the results of these changes.

This article explores the results of a questionnaire study which focused on how four types of change agents, the Outside Pressure Type, the Organization Development type, the Analysis for the Top Type and the People Change Technology Type diagnose organizations. The four types of change agents were found to use different diagnostic categories. The differences were found to relate to both their value orientation and to the change techniques which they employ.

Interviews and questionnaires were administered to a varied group of professional social change agents. A four-category typology of change agent types was developedfrom an inductive analysis of the data. The categorization scheme best accounted for differences in the following areas: personal characteristics, values relative to social change, conceptualizations about what mediates change, change technologies employed, and the settings in which change work is carried out. The four types of change agents which emerged were: (1) the Outside Pressure Type who works to change systems from outside through the application of pressure using such tactics as mass demonstration, civil disobedience, and violence; (2) the Analysis for the Top Type who works primarily with business and government units to improve efficiency and output and employs analytic procedures to develop expert advice; (3) the Organization Development Type who works to improve a system 's problem-solving capabilities through applied behavioral science techniques; and (4) the People Change Technology Type who works to change individual functioning in organizations through such techniques as behavior modification and need achievement.