The first and only guide to diagnosing and dealing with the hidden or covert factors that can ruin even the most meticulously planned change processes. 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. “Adding these tools…will take both your practice and your clients to a whole new level of capability and impact.” —Karen Boylston, PhD, Managing Director, Duke Corporate Education

Outlines methodologies for diagnosing and dealing with the "hidden" or covert factors that can subtly sabotage even the most meticulously planned change processes.

This is a book about powerful processes that impact organizations but usually remain unseen, unspoken, or unacknowledged. Collectively called covert processes, they include hidden agendas, blind spots, organizational politics, the elephant in the room, secret hopes and wishes, tacit assumptions, and unconscious dynamics. Although covert in their workings, these processes can be insidious in their impacts, often shaping outcomes without our fully realizing it. In some ways this book can be seen as an extension of the pioneering work by organizational psychologist Ed Schein on process consultation, especially on the importance of being able to decipher hidden forces. ''One of the most important functions of process consultation is to make visible that which is invisible'' (1999, p.84). Toward that end, this book provides frameworks, principles, and practices that will be useful in diagnosing and addressing the hidden dynamics that can impact what you are doing and how it gets done. Although the ideas are grounded in a wide range of social science research and theory, there is little attention to definitions and literature reviews of specific theories or types of covert processes. A thematic bibliography is included for readers interested in exploring the ideas that helped shape the book. Finally, the book integrates all hidden dynamics instead of focusing on one or two. It asks and answers the question: What do all types of covert processes have in common and what can you do about them?

One critical change in how people work, argues Larry Hirschhorn, is that they are expected to bring more of themselves psychologically to the job. To facilitate this change, it is necessary to create a new culture of authority—one in which superiors acknowledge their dependence on subordinates, subordinates can challenge superiors, and both are able to show their vulnerability. For many companies, the past decade has been marked by a sense of turbulence and redefinition. The growing role of information technologies and service businesses has prompted companies to reconsider how they are structured and even what business they are in. These changes have also affected how people work, what skills they need, and what kind of careers they expect. One critical change in how people work, argues Larry Hirschhorn, is that they are expected to bring more of themselves psychologically to the job. To facilitate this change, it is necessary to create a new culture of authority—one in which superiors acknowledge their dependence on subordinates, subordinates can challenge superiors, and both are able to show their vulnerability. In the old culture of authority, people suppressed disruptive feelings such as envy, resentment, and fear of dependency. But by depersonalizing themselves, they became "alienated"; in the process, the work of the organization suffered. In building a new culture of authority, we are challenged to express these feelings without disrupting our work. We learn how to bring our feelings to our tasks. The first chapters of the book examine the covert processes by which people caught between the old and new culture of authority neither suppress nor express their feelings. Feelings are activated but not directed toward useful work. The case studies of this process are instructive and moving. The book then explores how organizations can create a culture of openness in which people become more psychologically present. In part, the process entails an understanding of the changes taking place in how we experience our own identity at work and that of "others" in society at large. To do this, the book suggests, we need a social policy of forgiveness and second chances.

Managing Professionals deals with the tensions between managers and professionals within organizations, such as hospitals, universities, banks and judicial organizations. Often managers rely heavily on the skills and expertise of the professionals in their organizations, yet these professionals consider management a source of bureaucracy and paperwork. This tension is explored head on in order to answer the question of how to manage an organization effectively. With numerous real-world examples, the book analyzes the problems and complexities of management in professional organizations and makes recommendations on how to manage professionals. The book focuses on a number of key issues, including: Management as a problem Management as a solution Knowledge and innovation Strategy Cooperation Performance Managing Professionals presents an empirical analysis of the problems and offers solutions to the tension between management and professionals and will be of interest to managers and to students of management, organizational behaviour and business administration.

Available for the first time in English, this is the definitive account of the practice of sexual slavery the Japanese military perpetrated during World War II by the researcher principally responsible for exposing the Japanese government's responsibility for these atrocities. The large scale imprisonment and rape of thousands of women, who were euphemistically called "comfort women" by the Japanese military, first seized public attention in 1991 when three Korean women filed suit in a Toyko District Court stating that they had been forced into sexual servitude and demanding compensation. Since then the comfort stations and their significance have been the subject of ongoing debate and intense activism in Japan, much if it inspired by Yoshimi's investigations. How large a role did the military, and by extension the government, play in setting up and administering these camps? What type of compensation, if any, are the victimized women due? These issues figure prominently in the current Japanese focus on public memory and arguments about the teaching and writing of history and are central to efforts to transform Japanese ways of remembering the war. Yoshimi Yoshiaki provides a wealth of documentation and testimony to prove the existence of some 2,000 centers where as many as 200,000 Korean, Filipina, Taiwanese, Indonesian, Burmese, Dutch, Australian, and some Japanese women were restrained for months and forced to engage in sexual activity with Japanese military personnel. Many of the women were teenagers, some as young as fourteen. To date, the Japanese government has neither admitted responsibility for creating the comfort station system nor given compensation directly to former comfort women. This English edition updates the Japanese edition originally published in 1995 and includes introductions by both the author and the translator placing the story in context for American readers.

Contains nine papers that address the challenges in organizational change, report the results of change-related research, and advocate methodological advances in the field.

More than one third of the human brain is devoted to the processes of seeing - vision is after all the main way in which we gather information about the world. But human vision is a dynamic process during which the eyes continually sample the environment. Where most books on vision consider it as a passive activity, this book is unique in focusing on vision as an 'active' process. It goes beyond most accounts of vision where the focus is on seeing, to provide an integrated account of seeing AND looking. The book starts by pointing out the weaknesses in our traditional approaches to vision and the reason we need this new approach. It then gives a thorough description of basic details of the visual and oculomotor systems necessary to understand active vision. The book goes on to show how this approach can give a new perspective on visual attention, and how the approach has progressed in the areas of visual orienting, reading, visual search, scene perception and neuropsychology. Finally, the book summarises progress by showing how this approach sheds new light on the old problem of how we maintain perception of a stable visual world. Written by two leading vision scientists, this book will be valuable for vision researchers and psychology students, from undergraduate level upwards.

Clinical Psychology is a graduate-level introduction to the field of clinical psychology. While most textbooks focus on either assessment, treatment, or research, this textbook covers all three together specifically for the introductory level graduate course. Chapter coverage is diverse and contributors come from both PhD and PsyD programs and a variety of theoretical orientations. Chapter topics cover the major activities of the contemporary clinical psychologist with an introduction focusing on training models. The book has a mentoring style designed to highlight the relevance of the topics discussed to clinicians in training. Assessment and treatment chapters focus on evidence-based practice, comparing and contrasting different options, the basis for clinical choice between them, and efficacy of same. It will also introduce the business and ethical aspects of the clinical career that current introductory books do not include, such ethics in assessment, treatment, and research; third party payers; technological developments; dissemination of research findings; cross-cultural issues; and the future of the profession. The text is designed for students in their first year of clinical psychology graduate training. - Includes assessment, treatment, and practice issues - Compares and contrasts different therapeutic styles - Exemplifies practical application through case studies - Focuses on evidence-based practice - Orients future clinicians to contemporary issues facing psychological practices