Immersion and Diagnosis

Michael A. Diamond and Seth Allcorn

Chapter 11 in Private Selves in Public Organizations, 2009, pp 175-186 from Palgrave Macmillan

Abstract: Abstract Organizational change is difficult whether you are a CEO, executive, manager, supervisor, or consultant. There are no simple answers, no stepwise quick fix that does justice to the complexities of organizational life. There are also no easy ways to avoid the inevitable costs that are associated with organizational change (emotional, financial, time and effort, and unintended consequences). What does make a difference is the approach described in this chapter and throughout the book. Our theory and method are a mix of change elements from more traditional approaches (Argyris, 1970; Burke, 1982; Harrison & Shirom, 1999; Harrison, 2005) that are combined with a psychodynamic model for organizational diagnosis and change. Genuine organizational change requires patience, deep listening, a sense of timing about participants’ readiness for change, and sensitivity to the timing and rhythm of change.

Keywords: Organizational Change; Organizational Member; Public Organization; Department Chair; Diagnostic Work (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62009-4_12

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DOI: 10.1057/9780230620094_12

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