At first glance, this book looks big and a bit daunting. The first part contains a lot of description of models. At times, I could almost have believed I was reading a psychology textbook. If you are a practical person, I would recommend that you read the second part first, where theory is explained in practice. There are useful summaries at the end of each chapter. You can use them as a quick reference rather than ploughing through all the rhetoric first time. The book is actually relatively easy to read and skim through.
The text is aimed at change managers and project managers. However, it would also be useful for line managers and others within the organisation. It could be read when embarking on a change, during one, or when reflecting afterwards on how an initiative went and how to plan the next one.
Some interesting points are made. One quotation goes, Leaders have to balance a track record of success with the ability to admit mistakes and meet failure well. Also, it says that line managers do not have all the answers and can be unsure of their own jobs, while trying to reassure and deal with their staff. It is good to find a text that highlights these paradoxes.
There is a chapter on cultural change, with some helpful case studies. However, summaries are given before the studies rather than after, which would be more meaningful. There is nothing about using governance and committee structure to achieve engagement.
There are several acronyms which do not appear to be explained. A glossary would be helpful. The grammar, spelling and punctuation are mostly accurate, except for an unfortunate inaccurate printing of complimentary rather than complementary.
Overall, I would recommend this book as a constructive reference.