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Most managers, change practitioners, consultancies, University programmes, and more, are talking about organisational life and change management from a rational, simplistic, mechanical, objective, and systems thinking perspective, where little room is paid to the micro details of human interaction and how people come to do what they do in their everyday accomplishments. It is argued that this "organisations as machines" view, with all its theories, models, prescriptions, techniques, and ways of talking about change management, has provided little help in order to successfully change...