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Organizational change is often insider-led and supported by
internal consultants and change agents. Most of what is written
about change comes from the perspective of external consultants or
from academics researching the activities of those with insider
change roles. Changing Organizations from Within is unusual in
providing a range of authentic insider accounts. The editors define
'insiders' as employees who lead and support change efforts within
their own organizations, and those psychoanalytically aware
external consultants - external 'insiders' - who work closely with
organizations and use the dynamics of transference and projection
in their relationships with clients to illuminate organizational
issues. Each chapter is written by an author with experience of
different kinds of insider relationships with their client
organizations. Some work 'inside' as employees. Some are external
consultants whose work involves developing insightful insider
perspectives. The book's editors and several of the authors are
graduates, or have been faculty members, of London's Tavistock
Institute Advanced Organizational Consultation programme, with
experience of running development programmes for consultants and of
coaching insiders. Changing Organizations from Within examines the
pulls on role and identity that can easily undermine competence and
practice. Understanding the system psycho-dynamics present in
organizations helps consultants and change agents to make use of an
insider perspective without becoming enmeshed in the client
organization's regressive and inertial dynamics. The authors
provide practical advice to help insiders navigate organizational
space, make sense of tricky situations, and work more mindfully to
help organizations change.
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