Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change (Easyread Large Edition)

Marshak, Robert J.

ISBN 10: 1442954132 / ISBN 13: 9781442954137

Published by SELF, 2008

About this Item

KlappentextThis 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,. Seller Inventory # 902765426

Bibliographic Details

Title: Covert Processes at Work: Managing the Five ...

Publisher: SELF

Publication Date: 2008

Binding: Soft cover

Condition: New

About this title

Synopsis:

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 question: What do all types of covert processes have in common and what can you do about them?

About the Author:

Robert J. Marshak is president of Marshak Associates, scholar-in-residence at American University, associate editor of the Journal of Applied Behavioral Science, and a member of the board of trustees for the Organization Development Network. He was awarded the Organization Development Network’s Lifetime Achievement Award in 2000. Among the organizations Dr. Marshak has consulted with are AOL, BASF, Exxon, Freddie Mac, Kodak, Lucent, UNICEF, and a wide range of US government agencies and offices.