The Unwritten Rules of the Game (1994)

The Unwritten Rules of the Game

Master Them, Shatter Them, and Break Through the Barriers to Organizational Change

 

McGraw Hill 1994   ISBN 0-07-057075-2

 

“This is a corporate wake-up call and survival guide for managing change … Stay away if you are unable to accept cultural reality.”

Takashi “Tachi” Kiuchi

Chairman, Mitsubishi Electric America

 

“A refreshing new book on management that should be read by corporate executives committed to improving their management skills”

Carl T. Mottek

President, Hilton Hotels

 

“An extraordinarily clear depiction of organizational nuances and the emotions that drive the corporate world. A fast-paced, well-developed look at the corporate ladder and the people that climb it. A fascinating depiction of the corporate animal in all its colors.”

Les McCraw

Chairman and CEO, Fluor Corporation

 

“Peter Scott-Morgan’s book is not about organizational or management theory; it is about basic human behavior in the workplace, written in easy to understand terms … Worth reading before the next organizational change; it will help get the effective results you want.”

Robert C. Stempel

Chairman and CEO of General Motors

 

“Finally … a book that takes the mumbo-jumbo and mystique out of corporate culture. Unwritten Rules provides a practical way to search-out and destroy the hidden barriers to high performance that plague companies worldwide. It is a key prerequisite to any successful rethinking of a business’s basics.”

Robert M. Tomasko

author of Rethinking the Corporation and Downsizing

 

“Scott-Morgan has put his finger on a most important underlying reality of organizational life. Every manager should become familiar with his ‘unwritten rules of the game’ analysis.”

Robert Levering

coauthor of The 100 Best Companies to Work for in America and A Great Place to Work

 

“Scott-Morgan offers a tough-minded look at what may be the toughest job of all: making positive changes in large organizations … If you’re looking for another dose of feel-good inspiration, this book isn’t for you. If you want uncommon sense about the real work of change, you’ve come to the right place.”

William Taylor

Founding Editor, Fast Company

 

“Peter Scott-Morgan has given people who want to break free of the tyranny of the all-devouring unwritten rules a way of fighting back. If enough people actually get rule-busting, there is even a fighting chance of creating organizations where people are lead, not just managed, and of a decent future for human enterprise.”

Ilfryn Price

Head of Process Review, British Petroleum

 

“This book is different. This book is the antidote to those fashionable organizational change initiatives of recent years which have frequently failed to impress … don’t be surprised if it becomes the management book of the 1990s.”

Lynda Gratton

Professor, London Business School

 

“If you think your business is perfectly poised to succeed in the years ahead, don’t bother to read this book. But, if you truly want to rise to the challenges of the ’90s, you can’t afford to let The Unwritten Rules of the Game pass you by.”

William L. Boyan

President and COO, John Hancock Mutual Life Insurance Company

 

 

FROM THE BOOK COVER

 

A totally new method of understanding and effecting corporate change

They won’t appear in any of your company’s official policy papers. They will never be even remotely alluded to in a business conference. No matter how “hands-on” a manager you may be, you’re probably not even aware that they exist …

And yet they’re driving the day-to-day behavior in your organization. Until you learn to decode them, master them, and finally shatter them, you’ll never be able to bring about the changes that your company needs to make to stay competitive into the twenty-first century …

They’re “the unwritten rules of the game,” and this is the path-breaking book that will enable you to break free of them.

Already featured in the nation’s business press as the next wave in management, The Unwritten Rules of the Game is a whole new approach to effecting organizational change.