By C. Rodgers
This e-book areas daily speak and role-modelling interactions on the leading edge of an alternate change-leadership schedule, and introduces a couple of useful methods to aid line managers and organizational experts convey this schedule extra effectively. it truly is crucial examining for organizational practitioners in any respect degrees.
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Extra info for Informal coalitions: Mastering the hidden dynamics of organizational change
They also provide the principal rationale behind the changemanagement offerings of the mainstream consultancy firms. At best, these provide a partial view of how change happens. At worst, the failure of these to address the hidden, messy and informal aspects of organizations means that they provide seriously flawed prescriptions for moving forward. Integrating the rational and a-rational dynamics of change Acknowledging the impact of shadow-side issues and power relationships on organizations is the missing ingredient in the many approaches to change that embrace the rational assumptions set out above.
Individual differences and idiosyncrasies When we talk about idiosyncratic individuals, we mean the normal, complex individuals who people all organizations. People’s behavior rarely conforms to the “rational-economic man” assumptions (Schein, 1970) that frequently govern management thinking, rhetoric and actions. Each of us has a unique set of perspectives, attitudes and motivations. Some aspects of these are deeply embedded and hard to change. Others are more pliable or ephemeral. Schein (1970) introduced the term “complex man” to describe the multivariate nature of individuals’ characteristics and motivations.
And, secondly, the idea of a shadow conveys the sense that any action by management will necessarily generate shadow-side activity, in the same way that shining a light on an object will always cast a shadow. You 21 Informal coalitions 22 can’t have the light without the shadow. Nor can you have a management action without its shadow-side effects. ” Its positioning in the model also serves to emphasize the inherently paradoxical nature of organizational dynamics, which belies the simplistic, either–or choices that many managers equate with decisive leadership.
Informal coalitions: Mastering the hidden dynamics of organizational change by C. Rodgers