The book was my attempt at challenging established management 'wisdom' - so much of which was at odds with my own, practical experience of working in and around organizations. In it, I offered practitioners an alternative set of assumptions, arising from a radically different perspective on the dynamics of organizational change and performance.
My hope was that those reading the book might use it to reflect on their own experience. And, through this, to recognize that the 'unmentionables' of mainstream management - such as informal conversations, power relationships and political action - are, in fact, fundamental aspects of everyday organizational life. And, contrary to popular belief, the essence of leadership practice.
Six years on, approaches rooted in management orthodoxy remain as stubbornly ingrained as ever.