What is Woodland Decay: Questioning Organizational Change all about?
There is so much nonsense written and spoken about organizational change, sadly with profound consequences for individuals and organizations. We know organizational change is a complex, ambiguous and context-dependent process and I want to provoke critical thinking and debate about such processes.
Who is Woodland Decay’s target audience?
These posts will echo my inputs into organizational change workshops, working with experienced managers/leaders. Posts will typically be around 1000 words and they will not be fully referenced, but they will contain 2 or 3 references as further reading. The reader is envisaged as being organizationally experienced, who wants to intelligently engage with organizational change topics and controversies. Hopefully, you may agree with some of the posts and I hope that you will disagree with others. I will strive to be as candid and contentious as my ‘day job’ allows.
Who are you?
I am a Reader in Organizational Change employed at Brighton Business School. I have been employed at the institution since October 1987, so whilst I am fascinated by organizational change, I do not necessarily practice what I preach.
Over the decades I initially taught undergraduates and then postgraduates. Today my work tends to be off-campus working with external clients typically through engagement workshops which last for between three and five days, synthesizing theory and practice. I find this work fascinating, I enjoy mixing theories and practices and hope to replicate this in these posts. My engagement work informs my academic writing and hopefully, my academic writing informs my engagement work. Further information about my academic work and writing is available via:
Google Scholar ORCID ID (links to recent papers)
What are the means of engagement?
Twitter @leadingchanges
markwoodlanddecay@gmail.com
