In any professional environment - whether it is corporate, public sector, not-for-profit or academic - the process of change can be a fraught process, both for those experiencing it and for those charged with its implementation. Leading change can often feel overwhelming and unpredictable, but Relational Change presents alternative ways of managing the experience, showing how paying attention to personal interactions and relationships should lie at the very heart of effective and successful change management.
Integrating relevant research and writing in the areas of individual/group psychology and system theories, the authors present a stimulating and thought-provoking alternative to the often mechanistic and top-down approaches to change, using a people-centred and relational approach that focuses on doing with others, rather than doing to them.
Relational Change is one of the only books to combine relational change management with real-world stories and case studies to illustrate and contextualise the issues that commonly arise when companies undergo change.
