Organizational Change in Practice

This book challenges the practice or organizational change programmes. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness, destruction of the identity of the organization caused by arroganc

Autorentext

Dr Annamaria Garden is an independent organizational consultant. She has over 20 years experience in the field of organizational change and has experience running her own self-employed consulting and facilitation practice in London, gaining a reputation for being creative, leading edge and dependable.

Klappentext

This book challenges the practice or organizational change programmes. It uses two case studies in depth to illustrate that consulting companies can often get it wrong. Senior managers often do not know enough about managing change. The text is arranged around eight deadly sins to avoid in the practice of change: self-deception of the change agents rather than self-awareness; destruction of the identity of the organization caused by arrogance; especially of the large consulting companies; destruction of cohesion; gobbledygook language; concentrating on structural change, not behavioural change; making the organization worse, not better; the intelligence in resistance; and the deep trauma of redundancy. The author's main objective is to get academics and practitioners to stop and think about what they are doing when they work with organizations. Organizational Change in Practice will be of interest to business professionals seeking to understand how change can impact their organization as well as organizational consultants.

Inhalt

Introduction

Part I Change can make your organization worse

Part II Change can make your organization better

Part III Resistance and reactions

Part One: Making the organization worse

Chapter One: Self-awareness and self-deception

Chapter Two: The destruction of the identity of the organization

Chapter Three: Destroying cohesion in the organization

Part II: Making the organization better

Chapter Four: Gobbledygook

Chapter Five: Behaviour not just strategy and structure

Chapter Six: How do you know if the organization is better or worse?

Part III Resistance and reactions to change

Chapter Seven: Resistance from Intelligent People

Chapter Eight: The Deep Trauma of Redundancy