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Reconsidering Change Management
Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why. Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analy...
Will Otto (1919-2008)
Dr.ir. W.M. Otto was directeur van de Rijksdienst voor de IJsselmeerpolders van 1963 tot 1976. Zijn bijdrage aan de eerste ontwikkeling van Flevoland was zo belangrijk dat de naam 'startmotor van Flevoland' op zijn plaats is. Deze biografie vertelt hoe hij leiding gaf aan het ontwerpen en de eerste ontwikkeling van Lelystad en Almere. Will Otto bleek een onvermoeibare lobbyist voor de belangen van de toenmalige en toekomstige bevolking van Flevoland, waarvan een groot deel uit Amsterdam zou komen. Otto was tegelijk landdrost van het Openbaar Lichaam Zuidelijke IJsselmeerpolders, zowel in Dronten als in Lelystad. Hij had de wettelijke bevoegdheden van burgemeester, B en W en gemeenteraad samen. In de praktijk wist Otto goed samen te werken met de door de bevolking gekozen adviesraad; hij nam bijna steeds de adviezen van de adviesraad over. Will Otto droeg ook bij aan de inrichting van het agrarische gebied en het bosbeheer in Nederland. Vanuit zijn ervaring als houtvester in Nederlands-Indië (1946-1950) ontwikkelde hij een visie op het tegengaan van de ontbossing van het tropisch regenwoud.
Will Otto (1919-2008)
W.M. Otto PhD was director of the IJsselmeerpolders Development Authority, in the Netherlands, from 1963 to 1967. His contribution to the first development of Flevoland, which had been newly reclaimed from the sea, was very important. So the name ‘starter motor of Flevoland’ is justified. In this biography has been told how he led the designing and the first phase of the development of the new towns Lelystad and Almere. Will Otto was a tireless lobbyist for the interests of the former and the future population of Flevoland. A lot of them were originally inhabitants of Amsterdam. Otto was at the same time ‘landdrost’ of the Southern IJsselmeerpolders Public Authority, in Lelystad as w...
Academic–Practitioner Relationships
While executives are keen to harness organizational knowledge and improve business performance, the topic of how academics can produce rigorous and relevant theory in working relationships with practitioners is a much contested topic. Many aspects of this knowledge co-creation can create tensions, and the ways in which research is conducted and published can affect practitioner acceptance, as well as its consequent uptake and use in different contexts. Expertly compiled by Jean Bartunek and Jane McKenzie, with contributions from global thinkers in the field, this book offers a concise and up-to-date review of the essential analysis and action underlying scholarly engagement with the world of...
The Social Psychology of Change Management
Changes are rarely accomplished by individuals. People are social animals and changes are social processes which have to be organized. Social psychology is essential for the effectiveness and development of the field of change management. It is necessary to understand people in change processes. Social psychology also teaches us that meaning is key during change and intervention. Social psychology makes change management comprehensible to people and allows them to consider their actions in groups and the organization on their merits. They may seem obvious and self-evident, but practice and science, as well as the popular change management literature, show that it is not. Drawing on the field...
Rethinking Culture
Organizational or corporate ‘culture’ is the most overused and least understood word in business, if not society. While the topic has been an object of keen academic interest for nearly half a century, theorists and practitioners still struggle with the most basic questions: What is organizational culture? Can it be measured? Is it a dependent or independent variable? Is it causal in organizational performance, and, if so, how? Paradoxically, managers and practitioners ascribe cultural explanations for much of what constitutes organizational behavior in organizations, and, moreover, believe culture can be engineered to their own designs for positive business outcomes. What explains this ...
Leadership and Digital Change
Digitalization is on everyone’s lips as new technology changes business landscapes and conventional companies are outperformed by younger digital and agile contestants. In this volatile environment it seems more relevant than ever before to understand the aspects and business logic behind the elusive phenomenon called "digitalization". Never before have there been such great opportunities to unleash the full potential of technology within organizations to create long-standing competitive advantage. This book explains the strategy and practice of how to lead and control the people side of digital change in a dynamic world of uncertainty and social complexity, and as such the book snares the...
Changing Change Management
The literature on Change Management works from the premise that management possesses the power to achieve change and this is evident in that resistance is little more than a footnote in most textbooks. This assumption sits uneasily, however, with the high failure rate of Change Management interventions. This book seeks to explain this paradox by providing a critical ‘relational’ approach towards Change Management. What would a book on Change Management look like that takes resistance seriously? This book attempts precisely this by exploring how resistance is as much a part of change as the strategies of those that seek to enact it. The findings are drawn from a qualitative study of organ...
Critical Perspectives on Diversity in Organizations
Decades of investigations into diversity in the workplace have created mixed answers about what kinds of effects it has on employees and teams, and whether or not it can be managed effectively to generate positive outcomes for organizations. In contrast to mainstream work from management and psychology, critical views on workplace diversity have emerged that seek to grasp more fully the messy social and political realities of workplace diversity as they operate in context. Critical Perspectives on Diversity in Organizations therefore seeks to review, integrate and build upon emerging critical perspectives on workplace diversity to help give a fuller understanding of how employee differences ...
