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Leading Cultural Change

Book Description

With coverage of the major theories and concepts alongside diagnostic tools and a practical framework for implementation, Leading Cultural Change will help the reader analyse and diagnose their current organizational culture, become aware of the key challenges and how to overcome them and learn how to adapt their leadership style, ensuring they are fit to lead a cultural change programme. Taking in core topics such as change context, language and dialogue as a key cultural process and the change team process, it uses a longitudinal case study of Cordia, a public sector organization transitioning into an LLP, to enhance learning and understanding. Leading Cultural Change is a unique text, rooted in behavioural sciences, which explores the topic as an organizational necessity to achieving sustained competitive advantage.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. Introduction
  6. Part 1 Leading cultural change. Theoretical perspectives
    1. 01 Cultural change management
      1. Introduction
      2. Change management defined
      3. First- and second-order change
      4. The cultural paradigm
      5. The social construction of the change problem
      6. Change management as a social process pioneered by Kurt Lewin
      7. Conclusion
    2. 02 Organization development
      1. Introduction
      2. The unitarist perspective and the rise of Taylorism
      3. The iron grip of scientific management and bureaucracy
      4. The pluralist perspective
      5. What do we mean by organization development?
      6. Conclusion
    3. 03 Cultural change literature
      1. Introduction
      2. Origins
      3. Fashions, fads and the honest grapplers
      4. The academic, the manager and the consultant
      5. The third way
      6. Conclusion
    4. 04 A theory of culture
      1. Introduction
      2. Defining culture
      3. Culture as a sense-making device
      4. Building a model of culture
      5. Cultural themes
      6. Expressions of culture
      7. Diagnosing cultural themes in use
      8. Cultural hegemony
      9. The cultural paradigm
      10. Conclusion
    5. 05 Cultural management as a form of control
      1. Introduction
      2. Cultural management as a control mechanism
      3. Exploring cultural hegemony
      4. Identity work
      5. Power
      6. Changing culture is a power struggle
      7. Conclusion
    6. 06 Leadership as a cultural variable
      1. Introduction
      2. It all started with Peter Drucker
      3. Identity work again
      4. The leadership paradox
      5. What they do
      6. Who serves whom?
      7. Conclusion
    7. 07 Leadership and the management of meaning
      1. Introduction
      2. It’s all in the interpretation
      3. Leaders manage conflict
      4. Leaders build commitment
      5. Leadership is a political process
      6. A model of leadership
      7. Characteristics of a transformational leader
      8. Conclusion
    8. 08 Language as a cultural process
      1. Introduction
      2. Language and cultural change
      3. Language and discourse routes in management settings
      4. The language game and cultural change work
      5. Linguistic hegemony
      6. Dialogue and cultural change
      7. How to engage in dialogue
      8. Conclusion
    9. 09 Ethnography as a tool for cultural change
      1. Introduction
      2. Ethnography defined
      3. Digging out the detail
      4. Differentiating ethnography from the rest
      5. Power and organizational politics
      6. A multi-perspective approach
      7. Conclusion
  7. Part 2 Cultural and strategic tensions. When theory meets practice
    1. 10 The client and its problem
      1. Introduction
      2. The client organization
      3. Managing cultural and strategic tensions
      4. The business strategy
      5. Diagnosing cultural problems
      6. The research process
      7. Key issues: cultural themes in use that needed to change
      8. Conclusion
    2. 11 Change technologies
      1. Introduction
      2. The Cordia Change Network
      3. The change team structure
      4. Building the case for change
      5. The seven-step development processes of cultural change leaders
      6. Technology as theatre – the change team process
      7. Case study: Managing absence levels
      8. Conclusion
    3. 12 What did the people think?
      1. Introduction
      2. Research methodology
      3. Emergent research themes
      4. Identity positions and motivational support
      5. Self-actualization experiences
      6. Conclusion
    4. 13 Reflective learning
      1. Introduction
      2. Leadership
      3. Rapport
      4. Dialogue
      5. Motivation
      6. Vision building
      7. Politics
      8. Assumptions and values
      9. Cultural themes
      10. Qualitative research is essential
      11. Building learning
      12. Conclusion
    5. 14 Closing thoughts
      1. Cultural building takes time
      2. Cultural incubation
      3. Partial metamorphosis
      4. Dormant cultural themes
      5. Cultural change in the safe zone
      6. Leading cultural domains
      7. Closing comments
  8. References
  9. Index
  10. Full Imprint