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Immersion and Diagnosis

In: Private Selves in Public Organizations

Author

Listed:
  • Michael A. Diamond
  • Seth Allcorn

Abstract

Organizational change is difficult whether you are a CEO, executive, manager, supervisor, or consultant. There are no simple answers, no stepwise quick fix that does justice to the complexities of organizational life. There are also no easy ways to avoid the inevitable costs that are associated with organizational change (emotional, financial, time and effort, and unintended consequences). What does make a difference is the approach described in this chapter and throughout the book. Our theory and method are a mix of change elements from more traditional approaches (Argyris, 1970; Burke, 1982; Harrison & Shirom, 1999; Harrison, 2005) that are combined with a psychodynamic model for organizational diagnosis and change. Genuine organizational change requires patience, deep listening, a sense of timing about participants’ readiness for change, and sensitivity to the timing and rhythm of change.

Suggested Citation

  • Michael A. Diamond & Seth Allcorn, 2009. "Immersion and Diagnosis," Palgrave Macmillan Books, in: Private Selves in Public Organizations, chapter 11, pages 175-186, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-62009-4_12
    DOI: 10.1057/9780230620094_12
    as

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