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Around two-thirds of all change efforts fail to deliver the planned results. "Informal Coalitions" reveals that, by ignoring the hidden, messy and informal aspects of real-life organizations, formal change programmes inevitably contain the seeds of their own downfall. This challenging new book shows how change arises instead from informal interactions, joint sense making and political accommodations made by people who are trying to make a difference in the complex, uncertain and ambiguous conditions of everyday organizational life. Uniquely, "Informal Coalitions" places everyday talk and role-modelling interactions at the forefront of an alternative change-leadership agenda.It also introduces a number of practical approaches to help line managers and organizational specialists to deliver this agenda more successfully. Along the way, the book sets out new, thought provoking perspectives on critical aspects of organizational change and performance. These include leadership communication, cultural change, power and politics, coalition building, paradox and ambiguity, and organizational vision. This is essential reading for organizational practitioners at all levels, as well as for those who are interested in exploring the underlying dynamics of change.
About the Author
CHRIS RODGERS works as an independent consultant and business
coach, primarily in the areas of leadership performance, change management
and organizational dynamics. He was previously a senior manager in the UK
power industry with National Power, during the period of its groundbreaking
privatization and commercial transformation. As a consultant, he has worked
with a range of organizations in the private and public sectors, both
independently and in association with performance development consultancy
Lane4. These include RWE npower, B&Q, UKAEA, Currys, Coca Cola Enterprises
and the Cabinet Office. He holds an MSc in managing change and is a member
of the Complexity Society.
Around two-thirds of all change efforts fail to deliver the planned results. "Informal Coalitions" reveals that, by ignoring the hidden, messy and informal aspects of real-life organizations, formal change programmes inevitably contain the seeds of their own downfall. This challenging new book shows how change arises instead from informal interactions, joint sense making and political accommodations made by people who are trying to make a difference in the complex, uncertain and ambiguous conditions of everyday organizational life. Uniquely, "Informal Coalitions" places everyday talk and role-modelling interactions at the forefront of an alternative change-leadership agenda.It also introduces a number of practical approaches to help line managers and organizational specialists to deliver this agenda more successfully. Along the way, the book sets out new, thought provoking perspectives on critical aspects of organizational change and performance. These include leadership communication, cultural change, power and politics, coalition building, paradox and ambiguity, and organizational vision. This is essential reading for organizational practitioners at all levels, as well as for those who are interested in exploring the underlying dynamics of change.
About the Author
CHRIS RODGERS works as an independent consultant and business
coach, primarily in the areas of leadership performance, change management
and organizational dynamics. He was previously a senior manager in the UK
power industry with National Power, during the period of its groundbreaking
privatization and commercial transformation. As a consultant, he has worked
with a range of organizations in the private and public sectors, both
independently and in association with performance development consultancy
Lane4. These include RWE npower, B&Q, UKAEA, Currys, Coca Cola Enterprises
and the Cabinet Office. He holds an MSc in managing change and is a member
of the Complexity Society.
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