- Gebundene Ausgabe: 256 Seiten
- Verlag: Mcgraw-Hill Professional (April 1994)
- Sprache: Englisch
- ISBN-10: 0070570752
- ISBN-13: 978-0070570757
- Größe und/oder Gewicht: 23,4 x 14 x 2,5 cm
- Amazon Bestseller-Rang: Nr. 66.087 in Englische Bücher (Siehe Top 100 in Englische Bücher)
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Produktbeschreibungen
From Library Journal
In this pragmatic guide to making change initiatives work, Scott-Morgan relates his successful experience as a consultant in change management. He describes the "unwritten rules" that thwart success and shows how to analyze the motivators, enablers, and triggers that help to shed light on these barriers. Kudos to Scott-Morgan for opening his consultant's bag of tricks, literally walking the reader through a typical change-management process-something from which any organization would benefit. Targeted CEOs will likely find this process useful, although they may also need a lot of help making it work. A worthy addition to change-management collections, this is strongly suggested for larger public and academic libraries.
Dale Farris, Groves, Tex.
Copyright 1994 Reed Business Information, Inc.
Dale Farris, Groves, Tex.
Copyright 1994 Reed Business Information, Inc.
Kurzbeschreibung
What drives day-to-day behaviour in an organization? The author proposes that the "silent engines" are not official policies but "unwritten" rules and that deciphering those rules is a vital step in managing change because the process reveals why people are simply unwilling to alter their behaviour. The text shows how to break free through the barriers to change. "New Yorker"-style cartoons emphasize major points.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
For some of us, this book revolutionized Systems Thinking
20. April 2012
Format:Gebundene Ausgabe
Two decades after Unwritten Rules of the Game became something of a bestseller (I think it was even bigger in Europe than the USA) the methods that are laid out are still being used by those of us responsible for working out what is reinforcing apparently-behavioral issues that are getting in the way of attempts at change. Many of us practitioners found it an extraordinary book when it first came out because it deliberately gave away the precise details of how a major consultancy uncovers the drivers of 'unwritten rules' - in an Appendix that takes up about a third of the book. This is still the only Systems-Thinking-Meets-Culture book that tells you 'How to do it'. Even the famous The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization didn't get anywhere close. In contrast, anyone who followed Scott-Morgan's instructions could follow in his footsteps. I still do. I'm now reading Scott-Morgan's latest book The Reality of Global Crises: Why good beginnings are ending badly and leaving world-leaders increasingly powerless and I realize that over the last twenty years he's applied the same overall approach across almost every bit of the global economy - which is what made me look back at the book that started it all! I'll leave a review of the new book when I've finished it.
4 von 6 Kunden fanden die folgende Rezension hilfreich
Usefull theory, fairly slow explanation
7. September 1997
Format:Gebundene Ausgabe
I very much liked the book, mostly because it lead me into a "new world", the world of the unwritten rules (and our behaviour based on them).
I think the theory helps me get insight in every day life and the management of change. I do think I will be a more effective change manager when using the "unwritten rules approach".
I now try to use it in my projects.
I think the theory helps me get insight in every day life and the management of change. I do think I will be a more effective change manager when using the "unwritten rules approach".
I now try to use it in my projects.
7 von 13 Kunden fanden die folgende Rezension hilfreich
ORGANIZATIONAL PSYCHOANALYSIS
10. November 2001
Format:Gebundene Ausgabe
The rules discussed in this work are the informal mores and values that contribute to organizational culture and which can interefere with policy implementation from above. The concept is original, as is the framework of Strategy, Process, Resources and Organization in the context of which the analysis (and presumably management consulting) is performed. Beyond these two ideas the book suffers from a variety of flaws.
The language is stilted and regimented into an outline, which prevents a free flowing narrative that would be more appropriate to a case study method. Very little underlying theory is given for the concepts, but more importantly, for the methodology of identifying informal culture in an organization. The author presents many examples, but very little reason as to why and what he is doing.
His section on conducting an interview is almost a textbook example of the non-directed interview technique from psychology, and rather than concentrating on which questions to ask and what to look for, he instead gives us the amount of hours details of the brainstorming ritual that his consulting company performs.
The language of the book is unprofessional and it steers away from scientific terminology; the book is written in short soundbites and that contributes to the pop management feel of the whole work. The examples of the informal mores are generic and appear similar across his cases - job hop, keep your boss happy, protect your own turf, and yet the author fails to give any observations on this being the weakeness of the corporate exec culture as a whole. He mentions Machiavelianism, but at the same time fails to address corporate politics with any degree of satisfaction. I am not sure if this is a poorly written memoir of the man's professional career or if this is a marketing ploy for his consultancy.
The language is stilted and regimented into an outline, which prevents a free flowing narrative that would be more appropriate to a case study method. Very little underlying theory is given for the concepts, but more importantly, for the methodology of identifying informal culture in an organization. The author presents many examples, but very little reason as to why and what he is doing.
His section on conducting an interview is almost a textbook example of the non-directed interview technique from psychology, and rather than concentrating on which questions to ask and what to look for, he instead gives us the amount of hours details of the brainstorming ritual that his consulting company performs.
The language of the book is unprofessional and it steers away from scientific terminology; the book is written in short soundbites and that contributes to the pop management feel of the whole work. The examples of the informal mores are generic and appear similar across his cases - job hop, keep your boss happy, protect your own turf, and yet the author fails to give any observations on this being the weakeness of the corporate exec culture as a whole. He mentions Machiavelianism, but at the same time fails to address corporate politics with any degree of satisfaction. I am not sure if this is a poorly written memoir of the man's professional career or if this is a marketing ploy for his consultancy.
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