Description
Covert processes such as hidden agendas and office politics can be insidious in their impact and present a major challenge to those attempting to implement organizational change. In this resource for managers, leaders, and consultants, Marshak explains how to identify, engage, and manage various types of covert processes. Fictionalized business cases illustrate the principles discussed. Marshak is a leading organizational change consultant in private practice as well as a scholar-in-residence at American U. Annotation ©2006 Book News, Inc., Portland, OR (booknews.com)
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Organizational change initiatives often fail because they overlook the powerful role played by concealed or subconscious factors—hidden agendas, blind spots, office politics, tacit assumptions, and secret hopes, wishes, or fears. Covert Processes at Work provides a coherent approach for identifying and dealing with all of these hidden dynamics, showing precisely how to bring them to light and limit their insidious impacts. Each chapter offers specific tools and techniques for engaging and managing these “under-the-table” processes along with case examples that clearly demonstrate the ideas and methods in action. Covert Processes at Work is a comprehensive and practical guide that managers, staff specialists, and consultants can use to deal with the hidden dynamics that are at the root of many organizational problems.
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