CHAPTER 3Cues and Clues
How do you go about detecting the presence of a covert dynamic at work in an individual, group, or organization? After all, when something is covert it is hidden or out-of-awareness. This chapter introduces a way of thinking that will help you to generate hunches about when a covert dynamic is at work, even when it is not clearly visible or announced in some way.
Diagnosing Covert Processes
The orientation required to develop hunches about possible covert dynamics runs somewhat counter to the way we typically look at things. What do we usually do? We look for observable indicators that something is going on and then come to some conclusion about what those indicators may mean. We look for what stands out in all the ...
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