This book occupies an interesting niche. There are many books about creating change processes in organisations, the largest part of which are - if at all - suitable for the top management or consultants only. For most employees and executives these publications only have a limited benefit since decisions to the largest extent are made and pushed through from the top to the bottom. Why develop one’s own vision, if everything is prescribed anyway?
As nice and correct the 8 phases of a John Kotter (2006) might be, the reality often looks much different. The “mean“ manager and employee has just passed through this - naturally really significant - reorganisation while already the next cost OPTIMISATION programme is being praised.
Nevertheless, particularly the medium management has an important function in the implementation of necessary change initiatives. And - in order not to create a wrong impression: We do not believe in the often prevailing logic of being a vicicm of “change“ without any own influence. Everyone has an influence on his/her environment. And because of that this book is particularly important and helpful: It makes clear which possibilities the medium management really has, but as well which special challenges this encompasses. On 230 pages Groth unfolds his recommendation, starting with the causes of today’s rapid developments, the handling of resistance and leading up to the creation of own “Change Workshops“. The concepts are usually well known: Kübler-Ross’ mourning stages (2009) show up just as well as the logic levels by Dilts (2010) or the functioning of our brain. Thus, it is not the theoretical backgrounds that make this book particularly worth reading, but the practical recommendations with many concrete examples, that can be helpful to an executive leader in advancing from an unreflecting administrator to an active creator of change processes in the own organisation.