What drives day-to-day behaviour in an organization? The author proposes that the "silent engines" are not official policies but "unwritten" rules and that deciphering those rules is a vital step in managing change because the process reveals why people are simply unwilling to alter their behaviour. The text shows how to break free through the barriers to change. "New Yorker"-style cartoons emphasize major points.
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In this pragmatic guide to making change initiatives work, Scott-Morgan relates his successful experience as a consultant in change management. He describes the "unwritten rules" that thwart success and shows how to analyze the motivators, enablers, and triggers that help to shed light on these barriers. Kudos to Scott-Morgan for opening his consultant's bag of tricks, literally walking the reader through a typical change-management process-something from which any organization would benefit. Targeted CEOs will likely find this process useful, although they may also need a lot of help making it work. A worthy addition to change-management collections, this is strongly suggested for larger public and academic libraries.
Dale Farris, Groves, Tex.
Copyright 1994 Reed Business Information, Inc.
"Must reading for executives who are frustrated by not being able to get their organizations to function as effectively as they believe they should. In other words, it is must reading for just about every executive." -- Business Leader Newsleader, 6/94
"Presents an intuitive and persuasive account of why organisations generally fail to achieve the impact they require in a change initiative." -- Alan, International Press, 8/94
"Savvy." -- Stern's HR Management Review, Volume 3, Number 2, 6/94
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