CHAPTER 9RethinkingOrganizational Politics
In earlier chapters, the Covert Processes Model was used as a way to explain the existence of covert dynamics that impact organizational change. The logical, rational, reasons (the case for change) for an organizational initiative are generally seen as legitimate and therefore put on-the-table for overt engagement. However, reasons are not necessarily enough to keep the change initiative on-the-table, or to ensure that covert dynamics don’t block it.
Inspirations, the values-based and visionary aspirations of people, may go unexpressed if considered too good to be true, thereby depriving the change initiative of a significant source of positive energy and commitment. Similarly emotions, the affective ...
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