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Organizational Change in Practice : The Eight Deadly Sins Preventing Effective Change.

Author: Annamaria Garden
Publisher: Milton : Taylor and Francis, 2017.
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Garden, Annamaria
Organizational Change in Practice : The Eight Deadly Sins Preventing Effective Change
Milton : Taylor and Francis,c2017
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Annamaria Garden
ISBN: 9781351818964 1351818961
OCLC Number: 973832103
Notes: Description based upon print version of record.
How do you know where you are: A, B or C?
Description: 1 online resource (153 p.)
Contents: Cover; Title; Copyright; Contents; List of figures; List of tables; List of checklists; Acknowledgements; Introduction; Part I: Making the organization worse; Part II: Making the organization better; Part III: Resistance and reactions; PART I Making the organization worse; 1 Self-deception and self-awareness; Lying to yourself; No longer in reality; Key points in this chapter; Case study A; The key events that arose that shouldn't have; Why people didn't have a clue; They don't know what they don't know; We need to be 'on top of these things'; Why self-deception? Change team's agenda and the organization's agendaHow can you tell if you are being self-deceiving?; Self-awareness; Ten questions about self-awareness and self-deception; Checklists; 2 The destruction of the identity of the organization; The arrogance of the change team; Lying to others; Key points in this chapter; Another look at the finance company; The consulting team saw the client as 'wrong' rather than as merely different and unique; The board belatedly discover what the team is up to; The consulting team is, once again, unaware; Insisting the consultants analyse themselves The Myers Briggs Type IndicatorHow to stop being so 'superior' when you are a change agent; A re-organization gone wrong; Ten questions about arrogance and assuming superiority; Checklists; 3 Destroying cohesion in the organization; Living systems; What is cohesion?; Key points in this chapter; Case study A: The project unintentionally damages the connections in the company; The cohesion is worse; Fixing the company afterwards; The continuum from destruction to cohesion and vice versa; Five golden rules; Living systems or killing-off systems; Integrating roles and structures Working with the soft stuffUsing the framework; Ten questions on destroying the cohesion; Checklists; PART II Making the organization better; 4 Gobbledygook; Needing meaning in the finance company: case study A; What is gobbledygook?; Key points in this chapter; Mindfulness and mindlessness; Cult-like behaviour; Missing the beat; My interview with a change leader: case study B; Social accounting; Typical buzz words; Cultivating messianic energy; Management of uncertainty and emotion; Ten questions about gobbledygook and buzz words; Checklists; 5 Behaviour, not just strategy and structure The core of the matterKey points in this chapter; Case study A; Case study B was even worse; Pure lying; Keys to doing it right; Pleased with themselves; Successful change processes; Engineering systems and human systems; Living systems; Self-organization; Ten questions about behaviour and not just strategy or structure; Checklists; 6 Is the organization better, indifferent or worse?; Re-arranging the deck chairs on the Titanic; Key points in this chapter; Damage to the finance company: case study A; Case study B; Outcome measures and including others; Mapping where you want to get to

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