Description
Book SynopsisProfessor James McCalman, formerly MD of Sotheby's Institute of Art, is currently the Head of the Centre for Strategy and Leadership at the University of Portsmouth. He has previously enjoyed roles as MBA Director at the Universities of Glasgow and Strathclyde as well as at Ashridge Business School, before moving to senior leadership roles in the private and charitable sectors.
Dr David Potter is the founder of The Cultural Change Company, which specializes in enabling cultural change interventions. He is a qualified NLP Practitioner and holds both an MBA and a PhD specialising in strategy design and cultural change dynamics. He frequently teaches and presents to students on MBA and Executive courses on the topic of cultural change, including at Adam Smith Business School University of Glasgow, University of St Andrews Business School, Glasgow Caledonian University and Glasgow University Business School.
Trade Review"I was totally blown away by this book. It is by far the most readable book on organizational change that I have read this year. It clearly exposes a complex conceptual framework to analyze the cultural context in which change is required and gives an explanation of the levers for change that can be effectively used: language, conflict, [and] leadership behaviors." * Sylvie Marie Héroux (NetGalley review) *
Table of Contents
- Chapter - 00: Introduction;
- Section - ONE: Leading cultural change. Theoretical perspectives;
- Chapter - 01: Cultural change management;
- Chapter - 02: Organization development;
- Chapter - 03: Cultural change literature;
- Chapter - 04: A theory of culture;
- Chapter - 05: Cultural management as a form of control;
- Chapter - 06: Leadership as a cultural variable;
- Chapter - 07: Leadership and the management of meaning;
- Chapter - 08: Language as a cultural process;
- Chapter - 09: Ethnography as a tool for cultural change;
- Section - TWO: Cultural and strategic tensions. When theory meets practice;
- Chapter - 10: The client and its problem;
- Chapter - 11: Change technologies;
- Chapter - 12: What did the people think?;
- Chapter - 13: Reflective learning;
- Chapter - 14: Closing thoughts
