ABSTRACT
Faced with the existential threat of the COVID-19 pandemic, organisations have been forced, almost universally, into programmes of rapid and radical transformation. In many cases, this has caused a significant rethink in how work should be carried out;in virtually all cases, there will be further major changes ahead for those organisations that survive. In this essay, we consider the implications of the pandemic for the study of organisational change and argue for a shift in the role of interests and values from the periphery to a more central position in our theoretical and practical change management models. Organisations are grappling with how to implement radical changes to respond to their new operating contexts. For scholars, this brings an opportunity to more fully understand the links between values, interests and the dynamics and outcomes of radical change. It is a moment not to let pass. (PsycInfo Database Record (c) 2023 APA, all rights reserved)