Chris’s first book, Informal Coalitions, deals with the hidden, messy and informal dynamics of organisational change and the implications of these for leadership practice. It was published by Palgrave Macmillan in 2007. He has also written a number of articles and papers on change leadership and organizational dynamics.
More details on Informal Coalitions, and access to the various publications, can be found on the Books and Papers and Articles pages. We hope that you’ll find these interesting, thought-provoking and, above all, helpful in shaping your own practice.
Walking Case Studies
In introducing the dynamics and implications of the wiggly world and informal coalitions to managers, it has been interesting to see how readily they have connected with the ideas and recognised these in their own experience and leadership practice.
Leaders at all levels – from Board members to first-line supervisors – never fail to ‘get it’. Some people initially feel uncomfortable with the challenges that these wiggly-world dynamics make to the orthodox views on what constitutes ‘good leadership’, and to the rational assumptions on which these are based. Nevertheless, they all accept that these dynamics will happen anyway – with or without their active involvement in them as leaders. They know this to be the case not least because, when they are not wearing their formal leadership ‘hats’, they take part in informal coalitional activity themselves. In this sense, they are all ‘walking case studies’ of the wiggly world in action.
In reading the book and articles, therefore, you can benefit most if you similarly reflect on your own experiences of organizational life, when interacting with the ideas contained in them.