Dr. David Potter is the founder of The Cultural Change Company, which specializes in enabling cultural change interventions. He delivers numerous change management seminars to change leaders in organizations and designs cultural change programs, and he frequently teaches and presents to students on MBA and Executive courses. An expert on cultural change, he frequently blogs on his website: [...]

Includes a longitudinal case study of Cordia, a public-sector organization transitioning into an LLP, to enhance learning and understanding

IntroductionPart 1 Leading cultural change. Theoretical perspectives01 Cultural change management
Introduction
Change management defined
First- and second-order change
The cultural paradigm
The social construction of the change problem
Change management as a social process pioneered by Kurt Lewin
Conclusion02 Organization developmentIntroduction
The unitarist perspective and the rise of Taylorism
The iron grip of scientific management and bureaucracy
The pluralist perspective
What do we mean by organization development?
Conclusion03 Cultural change literature
Introduction
Origins
Fashions, fads and the honest grapplers
The academic, the manager and the consultant
The third way
Conclusion04 A theory of cultureIntroduction
Defining culture
Culture as a sense-making device
Building a model of culture
Cultural themes
Expressions of culture
Diagnosing cultural themes in use
Cultural hegemony
The cultural paradigm
Conclusion05 Cultural management as a form of control
Introduction
Cultural management as a control mechanism
Exploring cultural hegemony
Identity work
Power
Changing culture is a power struggle
Conclusion06 Leadership as a cultural variable
Introduction
It all started with Peter Drucker
Identity work again
The leadership paradox
What they do
Who serves whom?
Conclusion07 Leadership and the management of meaning
Introduction
It's all in the interpretation
Leaders manage conflict
Leaders build commitment
Leadership is a political process
A model of leadership
Characteristics of a transformational leader
Conclusion08 Language as a cultural process
Introduction
Language and cultural change
Language and discourse routes in management settings
The language game and cultural change work
Linguistic hegemony
Dialogue and cultural change
How to engage in dialogue
Conclusion09 Ethnography as a tool for cultural change
Introduction
Ethnography defined
Digging out the detail
Differentiating ethnography from the rest
Power and organizational politics
A multi-perspective approach
ConclusionPart 2 Cultural and strategic tensions. When theory meets practice10 The client and its problem
Introduction
The client organization
Managing cultural and strategic tensions
The business strategy
Diagnosing cultural problems
The research process
Key issues: cultural themes in use that needed to change
Conclusion11 Change technologiesIntroduction
The Cordia Change Network
The change team structure
Building the case for change
The seven-step development processes of cultural change leaders
Technology as theatre - the change team process
Case study: Managing absence levels
Conclusion12 What did the people think?
Introduction
Research methodology
Emergent research themes
Identity positions and motivational support
Self-actualization experiences
Conclusion13 Reflective learning
Introduction
Leadership
Rapport
Dialogue
Motivation
Vision building
Politics
Assumptions and values
Cultural themes
Qualitative research is essential
Building learning
Conclusion

14 Closing thoughts
Cultural building takes time
Cultural incubation
Partial metamorphosis
Dormant cultural themes
Cultural change in the safe zone
Leading cultural domains
Closing commentsReferences
Index