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Covert Processes at Work
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Table of Contents

PrefaceAcknowledgements Chapter 1: Organizational Change and the Limits of RationalityChapter 2: A Model for Understanding Covert ProcessesChapter 3: The Basic Keys for Dealing with Covert ProcessesChapter 4: Cues and Clues for Diagnosing Covert ProcessesChapter 5: Symbolic DiagnosisChapter 6: Intervention ApproachesChapter 7: Recognizing and Rethinking InterventionsChapter 8: Reframing InterventionsChapter 9: What about Politics?Chapter 10: Concluding Thoughts about Dealing with Covert Processes

About the Author

Robert J. Marshak is president of Marshak Associates, scholar-in-residence at American University, associate editor of the Journal of Applied Behavioral Science, and a member of the board of trustees for the Organization Development Network. He was awarded the Organization Development Network's Lifetime Achievement Award in 2000. Among the organizations Dr. Marshak has consulted with are AOL, BASF, Exxon, Freddie Mac, Kodak, Lucent, UNICEF, and a wide range of US government agencies and offices.

Reviews

"As a large-scale change consultant who has used the insights and tools from the Covert Processes Model for over a decade with many Fortune 100 companies, I know that adding these tools to your 'change management toolkit' will take both your practice and your clients to a whole new level of capability and impact."
--Karen Boylston, PhD, Managing Director, Duke Corporate Education

"This is a rare book from a grandmaster of OD. Marshak combines scholarship with unrivalled field experience, addressing universal, persistent, but usually ignored issues in organizational change and development. This is an invaluable book for students, theorists, and practitioners of this field; it is destined to become a classic."
--Dr Loizos Heracleous, Official Fellow of Templeton College, Oxford University

"Marshak has written a book that provides framing and perspectives with moral intricacies. It is a must-read for understanding the realities of organizational change."
--Brenda B. Jones, Coeditor, The NTL Handbook for Organization Development and Change, and former Board Chair, OD Network

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