The Politics of Organizational Change explores the relationship between self-interest, power, politics and managing organizational change from a theoretical perspective.

Robert Price is Senior Lecturer in Organizational Change Management and Leadership at Suffolk Business School, University of Suffolk (UK), and is Chair of the Organizational Studies Track, British Academy of Management.

Acknowledgements

Preface

Introduction

1. Self-Interest And Political Behaviour

The root of self-interest

Locus of power

Politicised behaviour within organizations

Maintaining position through political behaviour

2. Political Narratives Of Change

Organizational change narratives

Individual narratives

Mutually assured delusion

Moving into the "white space"

3. Illusion of Control

Power through politics: organizational and individual

The politics of resistance

Who controls and shapes change?

Political reorientation of psychological contracts

4. Implications For Managing Change

Realpolitik of change

The illusion of control

Politics, power and conflict

Rational emotional response to change

5. Managing The Political And Power Dynamic Of Change

Managing the unmanageable

The antitheses of political behaviour

From rhetoric to action: Shaping organizational political dynamics through polyarchic orientation

Index