It is estimated that almost two thirds of organizational change initiatives fail and almost 75% fail to fully meet their objectives (Beer & Nohria, 2000; Haines, Aller-Stead & McKinlay 2005). In a global environment where the need for rapid change is urgent (perhaps critical) to the success of almost every organization, this is alarming. The identification and consensus on global change management best practices may offer the best way to improve organizational change success rates. However despite widespread usage of the term change management best practice there does not appear to be a consistent criteria for defining when change management practices become best practices. 

A review of the literature identified change management best practices based on results relative to return on investment and money spent for the change (Carter, Ulrich, & Goldsmith, 2005). Another criteria defined best practice based on the use of a six phased system (Carter, Giber, & Goldsmith, 2001) and yet another criteria was the self identification by organizations of change management practices that worked or didn’t work (ProSci 2007). Even organizations acknowledged for their best practice in change management used different and unique change management methods (Carter et al., 2001). Another study of change management tools and techniques found that despite empirical evidence to the contrary some tools and techniques continue to be advocated by change practitioners and organizational leaders (Hughes, 2007).

In this paper the authors will explore 1) is there a criteria for defining change management best practice that can be consistently applied in practice? 2) what level of empirical evidence should exist before a change management practice is defined as best practice? 3) what is needed to develop consensus on a global change management best practice that would help organizations apply change management and improve results?