Organizational change is often insider-led, supported by internal consultants and change agents. Most of what is written about change comes from the perspective of external consultants or from academics researching the activities of those with insider change roles. Changing Organizations from Within is unusual in providing a range of authentic insider accounts. Each chapter is written by an author with experience of different kinds of insider relationships with their client organizations. Some are employees. Others are ...
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Organizational change is often insider-led, supported by internal consultants and change agents. Most of what is written about change comes from the perspective of external consultants or from academics researching the activities of those with insider change roles. Changing Organizations from Within is unusual in providing a range of authentic insider accounts. Each chapter is written by an author with experience of different kinds of insider relationships with their client organizations. Some are employees. Others are psychoanalytically aware external consultants working closely within organizations to illuminate organizational change issues. Changing Organizations from Within examines the pulls on role and identity that can easily undermine competence and practice. It provides practical advice to help insiders navigate organizational space, make sense of tricky situations, and make best use of an insider perspective to help organizations change.
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