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Helping you to build active coalitions of support for change ...
We offer a distinctive approach to leadership, change and organisational performance, which we call informal coalitions. This draws on an in-depth understanding of the complex social dynamics of organisations.
... and an enabling
performance environment.
How We Can Help ... |
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Professional Network
of Peer Consultants |
We work with managers to help them get to grips with these 'real world' dynamics of organisational life, which most approaches to business strategy, change leadership and organisational performance ignore:
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We also have access to a peer network of highly knowledgeable, skilled and experienced practitioners who work in these and related areas of business and organisational performance.
By partnering informally in this way, we can provide you with high quality, tailored responses to your larger business and organisational challenges - without the need to factor-in excessive overhead costs. |
Click on one of the above links, or those in the navigation bar, to find out more ...
or CALL US NOW on +44 (0) 1285 740033 |
Hubris Syndrome: An emergent outcome of the complex social process of everyday interaction? - thought piece that challenges the proposition that hubris arises from a medical condition associated with an individual's possession and ultimate abuse of power.
"... the proposition here is that it is the contradiction between the complex social dynamics of real-life organizations and the currently dominant view of what leaders are supposed to do that creates ideal conditions for “hubris syndrome” to arise. "
PDF download
Coalitions, conversations and complexity: the challenge of change in the public sector - article published in November 2010 edition of The International Journal of Leadership in Public Service.
"Research consistently suggests that, despite the plethora of tools and techniques, the success rate of organisational change is poor. This paper argues that this is due, in large part, to the failure of conventional management practice to take account of the inherent messiness of ‘real-world’ organisations."
PDF download
Organisational change: the messy reality - article published on HRZone.co.uk.
"When the sought-after benefits fail to materialise, this is most often
blamed on poor implementation rather than unsound thinking."
Read it here
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Leading change through informal coalitions - article published in Lane4's Journal of Excellence.
"In looking to improve the odds of achieveing more successful organisational change, the only meaningful choice that managers have is whether or not to engage with the complex social dynamics of their organisations in a deliberate and informed way."
Find out more
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Organisational change and development during the recession - and beyond - article for OD Innovation Network.
"Organisations are dynamic networks of self-organising conversations ... The first question that any OD/change strategy needs to address is 'What is the business agenda?'"
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Informal Coalitions |
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Chris Rodgers's book:
Informal Coalitions
Mastering the Hidden Dynamics of Organizational Change
can be obtained from
Amazon UK, Amazon US
and the publishers
Palgrave Macmillan,
as well as from bookshops. |
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Unsolicited comment from developer in New Zealand who introduced informal coalitions on an executive development programme:
"Most people were blown away when I presented Informal Coalitions.Younger in group grasped value first."
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Major US educational institution reshapes approach to change based on Informal Coalitions ¡
°... your comments come both as a revelation and in the nick of time. My organization was poised to unleash a "shared values/culture change" initiative that, it turns out, was heavy on the directive and training front, and skinny on the messier, informal side of change..."
Read more
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