Overview

Going far beyond a purely rational-structural way of looking at change in organizations, this book contributes well researched insights into often-overlooked organizational blind spots. The authors share their own experiences in clear and accessible language, exploring recovery from cumulative crises; nostalgia and postalgia; victimization of leaders; dealing with narcissistic leaders; and a writing process for reducing anxiety through self-reflection. Anyone who works in an organization—large or small—will gain new perspectives on the most difficult challenge of all: understanding human behavior in times of change.

Full Product Details

9781637423073

Table of Contents

Reviews

A new lens is offered that sheds light on hidden challenges in periods of organizational change and reveals them in a creative and constructive way. This approach supports a better-informed diagnosis of the pain in the organization when change takes place.--Claudia Zarate, Managing Director, Consumer Products Coverage, BNP Paribas This book invites the reader to abandon bounded rationality in managing organizational transformations, and to seek instead to recognize the emotions associated with change. Bringing their practical experience and original research to topics that truly matter to professionals at all levels, the authors offer unexpected and original views on crisis and change.--Prof. Dr. Svetlana N. Khapova, Professor of Organizational Behavior at Vrije Universiteit Amsterdam This book offers a thoughtful attitude about the questions leaders should ask themselves during times of change, but usually don't. Masterfully organized around a central theme of systems-psychodynamic theory, each chapter discusses why change is so devilishly hard. This isn't your typical Change Management 101 manual. Instead, it hones in on issues your semi-conscious knows you should be worried about but can't figure out why.--Elizabeth Arzadon, Managing Director, Kiel Advisory Group

Author Information

Elizabeth Florent Treacy explores the fallow fields that lie between traditional business school theories and the system-psychodynamic approach to understanding life in organizations. Theo van Iperen has been a management consultant for over 25 years and mainly concerned with empowering the workforce of organizations in bringing their competencies to full growth. James Hennessy is a Senior Vice President in the Supervision Group at the Federal Reserve Bank of New York. Since 2014, he has led the New York Fed's Governance and Culture Reform Initiative. Fernanda Pomin is the owner of Verità Desenvolvimento Organizacional, which is a company focused on Leadership & Talent Development and Culture Transformation. Ross Emerson is a consultant and executive coach with over 30-years of business experience drawing from international roles in Canada, Japan, United Kingdom, Monaco, and India. Ricardo Senerman is the founder of DEEP Consulting, a company devoted to putting people and organizations in a track of accelerated growth by applying a mix of psychodynamic tools and interactions to discover what is unique and authentic in them.

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