informal coalitions

Paradoxes of change

The following paradoxes reflect some of the key lessons that have arisen from my experience of managing and participating in organizational change:

Informal Coalitions - chapter by chapter

The content of Informal Coalitions is summarized below.

If - Reflections on life as a self-managing learner!

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.

Pre-publication endorsements for Informal Coalitions

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: 

Purchase Informal Coalitions online

Copies of Informal Coalitions can be ordered from a number of online bookstores, as set out below. The book is searchable on Amazon UK (below).

READ A CHAPTER

    View the Contents, Index and Chapter 1 of the book on Palgrave's catalogue page.

BOOK DETAILS

The listing details are as set out below, although the price will vary from site to site: Title: Informal Coalitions    Author: Chris Rodgers (see About) Publisher: Palgrave Macmillan ISBN: 0230019919  Hardback  | Pages: 304       Publication Date: UK in October 2006 and globally from December 2006

DOWNLOAD A FLYER 

A  flyer (2 pages of A4, 105kB) can be downloaded from the following link: Download informal_coalitions_flyer.pdf

PURCHASE ON LINE

The book can be purchased from Palgrave by contacting [email protected]. It is also available via Amazon's online bookstores:

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Rehabilitating talk, politics and paradox in organizations

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.

Rethinking organizational change

The challenge of change

For businesses and public-sector organizations alike, dealing successfully with organizational change is recognized as one of the main leadership challenges of the 21^st 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*.