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
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
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.
Inhaltsangabe
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
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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