Titlebook: Informal Coalitions; Mastering the Hidden Chris Rodgers Book 2007 Palgrave Macmillan, a division of Macmillan Publishers Limited 2007 inter

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Mapping the territory,hniques have been introduced during this period, which have helped managers to lead and facilitate change more effectively. At the same time, research consistently suggests that upwards of two-thirds of all structured change efforts fail to deliver what they set out to achieve. As further evidence o

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Thinking culturally, their organizations. In this chapter, we will explore this relationship between everyday leadership behavior and cultural change in more depth. To do this, we need first to reflect on what we mean by organizational culture, how it forms and what relevance it has to organizational change and perform

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Building coalitions,rceptions, interpretations and evaluations of emerging events and their everyday experiences within the organization. In the context of organizational change, coalitions form either to support a particular change or to frustrate it. The . view of change calls upon managers to engage actively and ima

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