Avoiding front-runner's bias

Dennis Turner and Michael Crawford's findings in Change Power: Capabilities that Drive Corporate Renewal were based on rigourous survey results as well as cases. This means that they included data from less-than-successful organizational changes, as well as successes. Apart from the gap between good decisions and good outcomes (confounded by good or bad luck), the challenge with the case-study method of research is trying to identify the principles underlying the particularity of the facts of the case, in order to be able to apply these to a different organisation or to the same organisation at a different time. As the title - Change Power - suggests, the Turner and Crawford study focuses on one of the most important issues for managers today: organisational change.