CHAPTER 10Managing Covert Processes
This book has made the case that all significant organizational change involves the dimensions of reasons, politics, inspirations, emotions, mindsets, and psychodynamics. It also suggests that, with the exception of reasons, these dimensions involve covert processes that can adversely impact a change initiative. We have explored ways to think about these covert dynamics: why they exist, their various manifestations, how to develop hunches about their presence or absence, and how to address them. This chapter offers a brief summary and some concluding thoughts as guidance to those who wish to address covert processes in their organization.
A Brief Summary
According to the Covert Processes Model, the three ...
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