Covert Processes at Work : Managing the Five Hidden Dimensions of Organizational Change

by Robert J. Marshak, Edgar H. Schein (Foreword by)

Organizational change initiatives often fail because they overlook the powerful role played by concealed or subconscious factors—hidden agendas, blind spots, office politics, tacit assumptions, and secret hopes, wishes, or fears. Covert Processes at Work provides a coherent approach for identifying and dealing with all of these hidden dynamics, showing precisely how to bring them to light and limit their insidious impacts.

Each chapter offers specific tools and techniques for engaging and managing these “under-the-table” processes along with case examples that clearly demonstrate the ideas and methods in action. Covert Processes at Work is a comprehensive and practical guide that managers, staff specialists, and consultants can use to deal with the hidden dynamics that are at the root of many organizational problems.

Genres: Business, Leadership

216 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.