Unlike some other reproductions of classic texts (1) We have not used OCR(Optical Character Recognition), as this leads to bad quality books with introduced typos. (2) In books where there are images such as portraits, maps, sketches etc We have endeavoured to keep the quality of these images, so they represent accurately the original artefact. Although occasionally there may be certain imperfections with these old texts, we feel they deserve to be made available for future generations to enjoy.

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.

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.

This is a comprehensive guide using People Models to understand and resolve conflict at different levels of the organization. It starts at the inter-organizational level explaining conflict between organizations that are involved in mergers and acquisitions. It looks at this kind of conflict not from the point of view of a business and economic rationale but from the point of view of there being a relationship between the two organizations. Here, this relationship is described by a People Model which outlines three different relationship types. In the subsequent chapters we look at the organizational level; first at structural conflict and then at team conflict. In each chapter there is a People Model to explain and resolve conflict. Structural conflict is explained by the Myers Briggs Type Indicator (MBTI) and team conflict is explained by the Schutz model of Inclusion, Control and Openness. In the next chapter the conflict is explained in terms of Gestalt psychology and looks at interpersonal conflict. Carl Jung is then used to explore inner conflict; followed by a chapter on life conflict exploring conflict in terms of how you live a life. The final chapter is focused on the applications of the People Models analysing Donald Trump and Tony Blair. Following through the entire book is a step-by-step procedure called a People Procedure, which is contrasted with a Business Procedure. The former guides you through a process to unravel and resolve conflict.