Whittle, S. R. & Stevens, R. C. (eds.) (2013). Changing Organizations from Within: Roles, Risks and Consultancy Relationships. London: Gower.
‘Organizational change is often insider-led and supported by internal consultants and change agents. Most of what is written about change comes from the perspective of external consultants or from academics researching the activities of those with insider change roles. Changing Organizations from Within is unusual in providing a range of authentic insider accounts. The editors define ‘insiders’ as employees who lead and support change efforts within their own organizations, and those psychoanalytically aware external consultants – external ‘insiders’ – who work closely with organizations and use the dynamics of transference and projection in their relationships with clients to illuminate organizational issues.’