The two years that I spent on Sheffield Business School's MSc in Managing Change played an important part in shaping my thinking about how change happens in organizations. Most importantly, it strengthened my convictions about the crucial role that the dynamics of informal coalitions play in the whole process.
The following pre-publication endorsements give some flavour of the style and content of Informal Coalitions from a range of perspectives, including commercial enterprise, the public sector, academia and consultancy:
Informal Coalitions brings informal talk and interactions, power and politics, and paradox out of the organization's shadows and places them at the forefront of change-leadership practice. It aims to increase organizations' chances of success, by setting out an alternative change-leadership agenda and introducing a number of practical 'tools' to support it. Using straightforward language throughout, I have set out to present a provocative - but hopefully compelling - argument for change leaders and other organizational practitioners to embrace this new agenda and master its challenges.
For businesses and public-sector organizations alike, dealing successfully with organizational change is recognized as one of the main leadership challenges of the 21st century. And yet, despite the heavy investment that organizations make each year in time, energy and resources, research shows that around two-thirds of all change efforts fail to deliver the desired results*.