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Leading Transformational Change: Working with Uncertainty and Navigational Principles offers an examination of how best to manage organisational change in tumultuous times. Using the metaphor of ‘navigating in uncertain waters', the book is a unique and accessible introduction to the area of leading and managing change. Readers are equipped with tools such as practical exercises and opportunities to reflect, allowing them to assess and enact positive change. Stories and real-life examples from the sea offer lively ways to apply theory to practice.The authors examine why so often transformational change fails and how to break free of these negative patterns of behaviour. The chapters provide a deep understanding of navigational principles and step by step show how to apply this understanding to various contexts of change.Topics cover situational analysis, best managerial practice, planning, leading change, and unexpected events. Student learning is supported and reinforced with in-text reflections, discussion questions, and learning checks.

First published in 1992. Organisational change and innovation has been at the centre of much management literature, which has been informed by debates in organizational behaviour and strategic management. The psychology of how people in organizations adapt to and manage change is key to our understanding of the processes by which such changes can occur successfully. Organizational Change and Innovation brings together the recent research findings of leading European work and organization psychologists, who take stock of existing theories about organizational change in the light of new case material. Their findings, from a range of cultural and national contexts, challenge some previously accepted models and set a new agenda for future research. In particular, the volume provides new perspectives on the person organization relationship; the political qualities of organizational change; the input-output model of organizations as entities; and finally on research methodology.

Human nature, in all its complexity, is the single most powerful factor in the workplace. Any effort at organizational diagnosis and change must incorporate the social and psychological dynamics of the operation to have a chance at success. Drawing on in-depth psychoanalytical theory, and written in clear, easy-to-understand language, this practical text introduces a dozen insightful perspectives for understanding organizational dynamics, and synthesizes them into an integrated approach to organizational diagnosis and change. Each perspective views the workplace from a different vantage point. Together they provide a panoramic view of the true complexity found in the workplace, and a foundation for changing organizational dynamics that will be equally useful for students and professional managers.

​Notwendige Veränderungen brechen sich immer Bahn. Verpasst man als Unternehmen den richtigen Zeitpunkt, so gleicht die Veränderung oftmals einem Vulkanausbruch. Ist die Veränderungsnotwendigkeit jedoch bereits für jeden erkennbar, fehlt die Kraft für einen notwendigen Change. In diesem Beitrag werden die Ausprägungen von Veränderungen systematisiert. Daraus leiten sich neun Veränderungssituationen ab, aus der sich die Herangehensweise im Veränderungsmanagement ergeben. Abhängig von der Radikalität des Eingriffes entwickeln sich bei jeder Veränderung unterschiedlich starke Widerstände. Diese Widerstände werden analysiert und Möglichkeiten für Führungskräfte zur Gestaltung der Veränderung aufgezeigt.