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.
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