Changing Change Management: Strategy, Power and Resistance, 1st Edition (Hardback) book cover

Changing Change Management

Strategy, Power and Resistance, 1st Edition

By Darren McCabe

Routledge

200 pages

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Hardback: 9780367140656
pub: 2020-01-10
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Description

The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organizational transformation in a Local Government Authority in the UK. Its detailed empirical insights enable readers to explore organizational change from many different perspectives considering issues such as the strategic use of metaphor and counter-metaphors; management and employee resistance; organizational politics and cynicism.

It will be of interest to researchers, academics, and students interested in change management, organizational studies, human resource management, and critical management studies.

Table of Contents

Preface

Chapter One: Introduction

Chapter Two: The Landscape of Change Management

Chapter Three: Towards A Critical ‘Relational’ Perspective on Change Management

Chapter Four: The Contextual Landscape

Chapter Five: Metaphors-As-Power

Chapter Six: Management Resistance

Chapter Seven: Resistance: From Negative To Positive/Productive?

Chapter Eight: Cynicism In Service

Chapter Nine: Making Organizational Politics Political

Chapter Ten: Conclusion

References

Index

About the Author

Darren McCabe is Professor of Organization Studies at Lancaster University Management School, UK. He is the author of Power at Work: How Employees Reproduce the Corporate Machine which was published by Routledge, 2007.

About the Series

Routledge Studies in Organizational Change & Development

It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.

The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions:

  • What are the emerging themes in the field of organizational change?
  • Which theories and approaches to change have stood the test of time?
  • What are the key debates within the field?
  • How has the field been influenced by and incorporated newer approaches to organizational life, such as postmodernism, social constructionism, critical realism, and complexity theories?
  • What is the current status of OD (organization development)?
  • To what extent have countries in Asia, Africa, the Middle East and South America developed their own distinct approaches to change?
  • How are developments such as social media and virtual organizations affecting the way organizations perceive and carry out change?
  • Do successful organizations adopt different approaches to change than unsuccessful ones, or do they use the same approaches but more effectively?

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUS000000
BUSINESS & ECONOMICS / General
BUS030000
BUSINESS & ECONOMICS / Human Resources & Personnel Management
BUS041000
BUSINESS & ECONOMICS / Management
BUS071000
BUSINESS & ECONOMICS / Leadership
BUS085000
BUSINESS & ECONOMICS / Organizational Behavior
BUS103000
BUSINESS & ECONOMICS / Organizational Development