Reform as Routine: Organisational Change and Stability in the Modern World

Citation

Murphy, A. (2012), "Reform as Routine: Organisational Change and Stability in the Modern World", Leadership & Organization Development Journal, Vol. 33 No. 5, pp. 518-519. https://doi.org/10.1108/lodj.2012.33.5.518.1

This very readable and provocative collection of separate but related chapters will appeal to managers, academics and students of advanced organisational and management theory. It is unashamedly western European and American in its worldview, thus perhaps limiting its readership to that Euro‐US target space in a global world that has experienced massive structural and organisational change in governance of Europe itself, in the Arab and middle‐eastern world and in several African states since the publication date. However, a slight shift of the reading lens can apply the key messages of the book's content to a global context and overcome any narrowness of view.

The book is essentially a compilation of papers written by the author singularly and with others over a decade, with a revisit and analytical updating. This a useful structure as it presents an opportunity to follow trends, ebbs and flows in organisational theory and reform theory from many angles. It also gives the author a sound reason to write a powerful first chapter that is more than a mere introduction and justification for the book. Each reader can readily apply the examples and ideas to his/her own particular context of management and be amused, challenged and perhaps surprised as the arguments are presented. As a reader I am applying the first chapter content to a current activity of managing a quality review of a non‐academic unit in a large university, and am finding some of the statements infinitely amusing, such as:

For a person responsible for an organisation, it is difficult to issue goals or mission statements arguing that the organisation should strive to avoid a clear identity, hierarchy and rationality. Should one want to differ dramatically from these characteristics, it could be interpreted as a wish to dissolve the organization.A difference between what is said and what is done defines hypocrisy, and a difference between what is wanted and what is done can be defined as a problem. According to conventional wisdom, hypocrisy should be avoided and problems should be solved.Fashions constitute stronger rules than other standards do: they become a type of norm, albeit relatively short‐lived.Most organisational change occurs routinely, without drama and without reform.

It delights me as a reader that I have found such gems which I can now use to provoke difficult reflection among the staff of the unit under review! They are of more immediate value to me than the standard checklists and KPIs we are obliged to use in reform exercises.

It is reasonable to describe this book as “dense”, but as is the density of expensive dark chocolate: take little, consume slowly and savour! A publication that presents the wisdom of a lengthy and sustained professional career as an expert in organisational change is bound to be of interest to particular readers who are keen to learn from the mistakes and successes of the past. It is one that I will return to many times to read particular chapters and sub‐sections, though I confess I have not read each and every page with equally attention. It is a “conventional” book in format and production style, with no frills, but pleasing to handle and pleasing to read. A worthy contribution to scholarship indeed.