Having returned to the "theoretical" end of change management after quite some time away, it was a great to find this book was well structured and ref...moreHaving returned to the "theoretical" end of change management after quite some time away, it was a great to find this book was well structured and refreshingly easy to read.
As well as returning me to some familiar areas of theory and metaphor and linking the to the systems-thinking ideas that I generally like, it was really interesting to also read about new models of organisational thinking drawn from the worlds of physics, chemistry and biology.
The model of change the author proffers connects a lot of ideas together and suggests some new challenges of thinking about what "change" really is and what it involves.
It does deal with some complicated and detailed ideas so I can't really say it's light reading, but, for anyone wanting to explore theories on change, I think this book would be an excellent starting point. (less)
I liked the way the authors described the stereotypical organisational cultures using the kinds of stories and symbols that were often discernable. It...moreI liked the way the authors described the stereotypical organisational cultures using the kinds of stories and symbols that were often discernable. It was pretty easy to recognise many of these traits in places I know and have worked in, with or alongside.
It was also interesting to read their description of the "Resilient Organisation" which they consider as the most effective organisational culture - able to respond and adapt effectively to changing environments, shocks and pressures. In contrast, their description of the Overmanaged Organisation was a close match for far too many public sector organisations.
My only disappointment was the way the levers described to create this culture were a little simplistic - though that doesn't mean they are unimportant. Organisational Structure, Decision Rights, Information and Motivators are certainly areas to consider when attempting to create and sustain a resilient organisation culture ... but I dont think they are the first things I would look at. Perhaps that is because I am working with a somewhat broader perspective than the Human Resources practitioner I used to be.(less)