Editorial Review:
Organizational change initiatives often fail because they focus exclusively on the rational, overt aspects of change, overlooking the powerful role played by concealed or irrational factors. It’s well known that these covert processes—such as hidden agendas, blind spots, office politics, tacit assumptions, secret hopes, wishes and fears—frequently sabotage change efforts, but up until now nobody has offered a rigorous, consistent way of identifying and dealing with them. Drawing on over thirty years of experience as an organizational change consultant to global corporations and government agencies, Robert J. Marshak shows precisely how to bring these hidden processes to light and deal with their negative impact. Marshak identifies five different dimensions of covert processes, presents an integrated model to explain the ultimate source of all of them, and shows how to diagnose whether any covert processes might be at work in your organization. He then offers specific tools and techniques for engaging and managing these "under-the-table" processes and for creating the kind of organizational environment in which such hidden dynamics are unable to flourish. Covert Processes at Work is a comprehensive and practical guide that managers, leaders, and consultants can use to deal with the hidden dynamics that are often at the root of many organizational problems.
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Customer Reviews
Average Customer Rating: 
Change Derailed 2007-08-30
If you've been working with organizational change for decades, as I have, and have been frustrated by trying to convince upper management of the importance of the human factor in change processes, this book goes a long way to relieving that frustration. In fact,I'm planning on stocking up on copies to give as gifts.
Marshak makes it very clear why applying yet another logical argument will not reduce resistance to change. The prism model he and Judy Katz developed makes it easier to identify multiple perspectives and entry points into any change.Clear examples, lists, and processes for understanding and incorporating the human face of change round out this well-written book.
Any business manager needs COVERT PROCESSES AT WORK. 2006-12-11
Hidden agendas, office politics and underlying assumptions can all work against attempts to restructure an organization to be more effective, so you need Covert Processes at Work: Managing the Five Hidden Dimensions of Organizational Change to understand these processes. Each chapters offers specific tools addressing specific processes and typical problems, blending case history examples with surveys of covert blocking factors, problems in addressing them, and maintaining focal points of change. Any business manager needs COVERT PROCESSES AT WORK.
Diane C. Donovan
California Bookwatch
TACKLES THE CHALLENGE OF UNDERSTANDING AND ADDRESSING HIDDEN ORGANIZATIONAL DYNAMICS! 2006-09-23
Explores the unseen, unspoken and unacknowledged processes and psychodynamics of organization behavior at the individual and group levels, including hidden agendas, blind spots, politics, mindsets, values, and individual reasoning and motivation, both conscious and unconscious, that account for behaviors, particularly regarding organizational change.
Beyond explaining, the author also tackles the challenge of identifying and addressing these hidden processes. Central to the book is an integrated framework or model for identifying overt and covert dimensions of organizational change and behavior and revealing the sources and manifestations of covert processes.
Much emphasis is placed on diagnosis of these covert processes, but over half the book focuses on how to engage, manage and address these hidden dynamics. Additionally, a chapter is devoted to reframing the reader's ideas about organizational politics. All of this rich content provides the 'thinking tools' needed to achieve desired results.
Anyone involved in leadership, or organizational analysis and change--which, as change consultants as well as reviewers, we are--will find this a fascinating, outstanding book that sheds much light upon the dark undercurrents of organizational life.
A stunning book that will transform the field of organizational consulting 2006-09-19
For the first time, we have a road map to help consultants and managers make discussable anything and everything that has long been considered undiscussable. Move over Chris Argyris. In deceptively simple prose, grounded in the best academic thinking on change management, Marshak presents a brilliant yet amazingly practical model of covert processes at work. No organizational change initiative can afford to ignore the power of unconscious dynamics among executives, managers, and employees. With this book in hand, your chances of success have just shot up a hundred fold.
Dr. Marshak uncovers covert dynamics... 2006-08-25
Ah, if only the global leaders would read Marshak's book, Covert Processes at Work. Anyone who is a change agent, and that includes managers, consultants, community organizers, CEOs, and yes, Prime Ministers/Presidents should read this book. Why? Have you ever lived in an organization where you are being so rational but can't understand why no one is following your suggestions? This book explains how to go about seeing what is not there (under the table). Have you ever thought that the metaphors people use could be a gateway to gaining clarity? Dr. Marshak explains how this can be done. It provides a framework on how to handle politics and much more. In the chaotic and terrifying world we live in, Bob provides a roadmap to help us to become better interveners with an emphasis on ethics and experience. Every chapter has an application on how it is done in the real world. Buy this book now!
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