Organizational Change in Practice : The Eight Deadly Sins Preventing Effective Change book cover
1st Edition

Organizational Change in Practice
The Eight Deadly Sins Preventing Effective Change





ISBN 9781032097091
Published June 30, 2021 by Routledge
152 Pages 16 B/W Illustrations

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Book Description

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.  



 

Table of Contents

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



 

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Author(s)

Biography

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.