Informal Coalitions: Mastering the Hidden Dynamics of Organizational Change Book

Preface     viii
Acknowledgments     xvi
Mapping the territory     1
Introduction     1
Rational views on how change happens     2
What's missing?     10
Interrelationship of the four views of change     15
The change context     16
Key aspects of organizational dynamics     17
Organizational outcomes     22
Roles within the change process     23
The Change Map as a whole     31
The rational view of change     32
Integrating the rational and a-rational dynamics of change     33
Underlying dynamics of change     36
Introduction     36
Relationship dynamics     36
Shadow-side dynamics     40
The leadership paradox     50
The nature of the leadership task     52
Organizations as networks of self-organizing conversations     54
The origins of organizational change     56
Informal coalitions assumptions     58
Implications of the dynamics of informal coalitions     59
Change-leadership agenda     60
Reframing communication     62
Introduction     62
Leadership communication grid     63
Conventional forums and processes - Mode C1     65
Workshops and structured dialogue sessions - Mode C2     70
Everyday conversations and interactions - Mode C3     74
Role modeling - Mode C4     83
Three things to remember     85
In summary     86
Thinking culturally     87
Introduction     87
The culture change industry     87
Taking culture seriously     90
A cultural "snapshot"     93
Organizations as networks of conversations     98
Management myths that obscure understanding     100
Thinking culturally     104
In summary     111
And finally...     112
Acting politically     114
Introduction     114
Politics as "playing dirty"     114
Informal coalitions view of organizational politics     118
The political process     129
Functional politics and the use of power     132
Options for political action     138
Phases of political action     141
In summary     151
Building coalitions     153
Introduction      153
The nature of coalitions     153
Building coalitions - The leadership challenge     155
Issue coalitions     157
Action coalitions     162
Intellectual understanding and emotional engagement     177
And finally...     194
Embracing paradox     195
Introduction     195
The nature of paradox in organizations     196
Why embracing paradox is not commonplace     197
Why embracing paradox is important     200
Meeting the challenge     201
A practical toolkit     202
The leadership paradox     202
The performance paradoxes     204
Organizational paradoxes     215
Embracing paradox     224
Providing vision     226
Vision as a desired end-state     226
Vision as everyday engagement     229
Gaining perspective     232
Realizing purpose     239
Self-managing processes     242
Exploiting possibilities     247
Unlocking potential     252
Igniting passion     255
Putting it all together - Aiming for 20:20 vision     260
Postscript      262
Notes     266
Bibliography     270
Index     273