Managing Change makes a significant contribution to understanding the psychology and politics of learning and change in organisations. The author looks beyond the individualistic values that have dominated recent management thinking, arguing that this perspective ignores the complexities and paradoxes of power and emotions in organisations. The book:
explores the relationship between equality and the management of change; highlights the psychological and political dimensions of organisational learning and change; develops and extends current theories of experiential learning.
The book falls into three main sections. In section one the author develops his own perspective on and definitions of management learning by reflecting on the research process, on experiential learning and on organisational change; aspects of equality in organisations are explored in section two; and in section three open conclusions about management learning are drawn from the author's thoughts, frameworks and experiences. The reader is provided not only with a perspective on equality, learning and change, but also on the processes that are necessary to ensure that such concepts can develop as an integral part of the everyday life of organisations and as an everyday part of management. This book will be important reading for postgraduate students, academics, practitioners and managers in general public sector management, equal opportunities policy consultants, management developers and other organisational change agents.