Cover

Title

Copyright

Contents

Introduction

Culture matters

The aims of the book

Wrong shoes and wrong game?

Part 1

Part 2

Part 1: Leading cultural change. Theoretical perspectives

1 Cultural change management

Introduction

Change management defined

First- and second-order change

The cultural paradigm

The social construction of the change problem

Change management as a social process pioneered by Kurt Lewin

Conclusion

2 Organization development

Introduction

The unitarist perspective and the rise of Taylorism

The iron grip of scientific management and bureaucracy

The pluralist perspective

What do we mean by organization development?

Conclusion

3 Cultural change literature

Introduction

Origins

Fashions, fads and the honest grapplers

The academic, the manager and the consultant

The third way

Conclusion

4 A theory of culture

Introduction

Defining culture

Culture as a sense-making device

Building a model of culture

Cultural themes

Expressions of culture

Diagnosing cultural themes in use

Cultural hegemony

The cultural paradigm

Conclusion

5 Cultural management as a form of control

Introduction

Cultural management as a control mechanism

Exploring cultural hegemony

Identity work

Power

Changing culture is a power struggle

Conclusion

6 Leadership as a cultural variable

Introduction

It all started with Peter Drucker

Identity work again

The leadership paradox

What they do

Who serves whom?

Conclusion

7 Leadership and the management of meaning

Introduction

It’s all in the interpretation

Leaders manage conflict

Leaders build commitment

Leadership is a political process

A model of leadership

Characteristics of a transformational leader

Conclusion

8 Language as a cultural process

Introduction

Language and cultural change

Language and discourse routes in management settings

The language game and cultural change work

Linguistic hegemony

Dialogue and cultural change

How to engage in dialogue

Conclusion

9 Ethnography as a tool for cultural change

Introduction

Ethnography defined

Digging out the detail

Differentiating ethnography from the rest

Power and organizational politics

A multi-perspective approach

Conclusion

Part 2: Cultural and strategic tensions. When theory meets practice

10 The client and its problem

Introduction

The client organization

Managing cultural and strategic tensions

The business strategy

Diagnosing cultural problems

The research process

Key issues: cultural themes in use that needed to change

Conclusion

11 Change technologies

Introduction

The Cordia Change Network

The change team structure

Building the case for change

The seven-step development processes of cultural change leaders

Technology as theatre – the change team process

Case study: Managing absence levels

Conclusion

12 What did the people think?

Introduction

Research methodology

Emergent research themes

Identity positions and motivational support

Self-actualization experiences

Conclusion

13 Reflective learning

Introduction

Leadership

Rapport

Dialogue

Motivation

Vision building

Politics

Assumptions and values

Cultural themes

Qualitative research is essential

Building learning

Conclusion

14 Closing thoughts

Cultural building takes time

Cultural incubation

Partial metamorphosis

Dormant cultural themes

Cultural change in the safe zone

Leading cultural domains

Closing comments

References

Index