In this text, the authors argue that because an organization is made up of many different perceptions of reality, there is no single method of influence that is powerful enough to transform an organization. Instead, it suggests leaders must seek multiple points of leverage to promote change.

For executives, managers, consultants, and other change agents, Intentional Revolutions offers a powerful seven-point strategy for implementing successful organizational transformations.First redefining resistance as the existence of individual and differing realities, Edwin C. Nevis and his coauthors then integrate behavioral and social science research to present seven methods for changing the way people think, behave, and define their work reality. Applied in an integrated way, this strategy provides a model for influencing behavior, minimizing resistance, and sustaining an organization that is continuously adapting and self-renewing.Filled with examples of both successful and failed change efforts, and numerous case studies from companies including Motorola and Xerox, Intentional Revolutions is a valuable and practical guide.