Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change: Easyread Super Large 20pt Edition

by Robert J. Marshak

This is a book about powerful processes that impact organizations but usually remain unseen, unspoken, or unacknowledged. Collectively called covert processes, they include hidden agendas, blind spots, organizational politics, the elephant in the room, secret hopes and wishes, tacit assumptions, and unconscious dynamics. Although covert in their workings, these processes can be insidious in their impacts, often shaping outcomes without our fully realizing it. In some ways this book can be seen as an extension of the pioneering work by organizational psychologist Ed Schein on process consultation, especially on the importance of being able to decipher hidden forces. ""One of the most important functions of process consultation is to make visible that which is invisible"" (1999, p.84). Toward that end, this book provides frameworks, principles, and practices that will be useful in diagnosing and addressing the hidden dynamics that can impact what you are doing and how it gets done. Although the ideas are grounded in a wide range of social science research and theory, there is little attention to definitions and literature reviews of specific theories or types of covert processes. A thematic bibliography is included for readers interested in exploring the ideas that helped shape the book. Finally, the book integrates all hidden dynamics instead of focusing on one or two. It asks and answers the What do all types of covert processes have in common and what can you do about them?

Genres: Business, Leadership

456 pages, Paperback

First published January 1, 2006

Reviews

[Deana · Rating 4 out of 5]

This book was recommended to me because of some ongoing difficult situations at work. There are basically two main themes:
1. Using "detective" skills to figure out when covert processes are happening that are affecting change/decisions/etc (including "looking in the mirror" to find when they are affecting my own decisions and communication patterns)
2. Skills for working with/around those covert processes to get things done in socially acceptable ways.

It's that second part that was hard for me to read.

I often recognize when these covert processes are happening and getting in the way (although I'll admit to not always recognizing them in myself, but (I think) I am generally receptive when people point it out to me in non-accusatory ways). And I already do it using most of the "detective" skills that the author points out in the book. Go me!

But the problem is that I find these covert processes to be frustrating and stupid and against rationality and the goals of getting sh*t done. And so, I point them out to people. And I try to get people to tell *each other* things instead of telling me "in confidence" (read: behind the other person's back). I attempt to do so gently and like a grown up at first, but yeah, when things don't move, I escalate. Because. I. Want. To. Get. Shit. Done. Why do other people not want this?

Key 2: Seek Movement not Exposure

Anyway, this book says that is a bad idea. It ruins the "safe space" mentality and causes people to not want to tell me things or involve me in discussions. And gives some ideas for how to get the movement without "exposing" the cognitive dissonance, broken assumptions, and/or communication problems. I guess this is ok, but to me it's weird because it doesn't get at the root of the problem. If we don't change the underlying incongruity, won't the problem keep happening? But I guess their point is, if you have these tools for making progress anyway, who cares* if it keeps happening? Because now you know how to move forward despite that and in a way that gets other people to not hate you and leave you out of discussions.

Blah.

*[Note: I care, because this way is far less efficient, in theory. Except I suppose in practice it isn't, because my way causes them to not change AND to hate me. *sigh*]

[Kris MK · Rating 5 out of 5]

This is one of my absolute favourite books, it brought me alternative perspectives on Organisation Development theory, a gateway into Dialogic OD. It is the sort of book you'll want to reread over and over through time. It is timeless.