Managing Change Within the UK Chemical Manufacturing Sector

Abstract

Set within a UK chemical manufacturing plant, this reflective case history account upon culture change, identified as fundamental if a range of structural, technical, and process changes were to be achieved successfully. Conversations about change were extensive, increasingly inclusive, providing a basis for critical connections to be made regarding workforce involvement, values, learning, and knowledge flow. This case history reveals how the organization's leadership enabled the emergence of a more collaborative approach to the management of change.