Making motley Irresistible: Overcoming Resistance to Change in Your Organization
by Ken Hultman
In this book, author Ken Hultman examines the experience of unsusceptibility to change in organizational settings. To be fully effected and overcome, resistance must be viewed as a mental phenomenon requiring sensitivity to multifaceted human needs and motivational drives. The authors intervention of this ever timely and relevant topic rests largely on his experience as an organizational development consultant quite than on a review or critique of the prolonged body of research on organizational change.
Hultmans work has a practical orientation and includes four non-standardized Likert-style inventories to divine service people develop self-insight. Seven exercises are also include to help prepare individuals and teams for understanding and dealing with change. Several nearsighted cases are used to illustrate a variety of issues and themes related to to change with such catchy titles as The Unassertive Employee, The despiteful Employee, and If Youre a Manager, Youre Against Me.
Surprisingly, none of these inventories, exercises, or cases is listed in the table of contents, so readers have to search through the faultless book to find what they are looking for.
The bibliography is rather lean as well with more than a quarter of the citations to the authors different works, mostly articles published in the Training and Development Journal.
The book has been divided in percentages and chapters. The first section of the book, consisting of five chapters, establishes the conceptual framework for understanding human doings and change, while the five chapters of the second, concluding section illustrate the processes of canvas and overcoming resistance to change. The content of the book is such that it should be of capability interest to present or prospective change agents, and intrinsic or external organization development consultants. Executives, managers, and administrators who are nerve-wracking to...
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