Liz Wiggins – författare

This is a new, accessible and engaging textbook written by academics who also work as consultants with organizations undergoing change. It offers a unique combination of rigorous theoretical exploration together with practical insights from working with those who are actually responsible for managing change. It aims to offer both breadth and depth, helping you to navigate the landscape of change and, in order to do so, looks at organizational change from multiple perspectives rather than being firmly wedded to one. It is designed for students and practitioners of of organizational change, particularly upper- level undergraduate students and Masters level programmes (including MBAs).The authors tackle the key issues in this field, such as why change happens, what changes, and how change is achieved. The book takes a fresh approach to organizational change through a coherent, logical, yet challenging framework, helping you to appreciate and question both theory and practice. Each chapter has recent case studies and reflective exercises to illustrate key themes and encompasses the emotional and psychological dimensions of change, dealing with culture, politics and organizational learning, as well as reviewing a range of current change methodologies.

Learn about alternative ways of managing the change experience to make it doable, energising and transformative.The process of change in all organizations - corporate, public sector and not-for-profit - can be fraught, overwhelming and unpredictable, both for those experiencing change and for those charged with its implementation. Relational Change presents a refreshingly readable and accessible alternative to the normal rhetoric of mechanistic, top-down change. Instead, Liz Wiggins and Harriet Hunter show how paying closer attention to personal interactions and relationships lies at the very heart of effective and sustainable change in organizations. Exploring issues of power, politics, emotions and the way people and systems can become stuck in unhelpful patterns, this book will help you work practically with the messiness of change. The dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. Integrating research and theory from a wide range of sources, as well sharing their own extensive experience of leading change, the authors present a stimulating and thought-provoking people-centred and relational approach that focuses on doing with others, rather than doing to them. Relational Change combines academically-grounded, theoretically-robust thinking that explains the rationale for relational change with real-world stories that will resonate with your own experience of change, whether as a seasoned or novice leader.

Learn about alternative ways of managing the change experience to make it doable, energising and transformative.The process of change in all organizations - corporate, public sector and not-for-profit - can be fraught, overwhelming and unpredictable, both for those experiencing change and for those charged with its implementation. Relational Change presents a refreshingly readable and accessible alternative to the normal rhetoric of mechanistic, top-down change. Instead, Liz Wiggins and Harriet Hunter show how paying closer attention to personal interactions and relationships lies at the very heart of effective and sustainable change in organizations. Exploring issues of power, politics, emotions and the way people and systems can become stuck in unhelpful patterns, this book will help you work practically with the messiness of change. The dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. Integrating research and theory from a wide range of sources, as well sharing their own extensive experience of leading change, the authors present a stimulating and thought-provoking people-centred and relational approach that focuses on doing with others, rather than doing to them. Relational Change combines academically-grounded, theoretically-robust thinking that explains the rationale for relational change with real-world stories that will resonate with your own experience of change, whether as a seasoned or novice leader.