Description |
1 online resource (385 pages) |
Series |
Research in Organizational Change and Development ; v. 22 |
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Research in Organizational Change and Development
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Contents |
Front cover; research in organizational change and development; copyright page; contents; list of contributors; preface; the role of coercive persuasion in education and learning: subjugation or animation?; autobiographical overview -- learning to be an experimental social psychologist; postdoctoral work at walter reed army institute of research (1953-1956) -- learning about real social influence (coercive persuasion); mit sloan school of management, 1956-2005; a major new insight from the t-group; a further insight from consulting experiences; experiential learning as the key to animation |
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My final class in managing changetraditional teaching versus experiential learning; the evolution of experiential learning into organization development; conclusions; references; co-creating the classroom experience to transform learning and change lives; research background; setting the stage: profiling the "directive" perspective; classroom co-creation: some hypotheses; general implications for leaders: what can hets teach us?; implications for developing hels for consultants and coaches; implications for developing hels for management educators; limitations and future directions |
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Conclusionnotes; acknowledgments; references; the dialogic mindset in organization development; basic differences between diagnostic and dialogic od; contributions to a dialogic mindset; complexity perspectives; interpretive perspectives; the dialogic mindset; the core processes of organizational change in dialogic od; suggestions for future research; conclusion; references; connecting organizational change content with change strategy: has theory become practice?; theoretical framework and hypotheses; methods; discussion; conclusion; acknowledgment; references; appendix a: coding sheet |
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Appendix b: coding mapdynamic capability seen through a duality-paradox lens: a case of radical innovation at microsoft; purpose and approach; conceptual foundations; types of organization learning; project sendak (case, part 1): a radical innovation project at microsoft; duality conflict -- not well managed (case, part 2); organizational dualities; varieties of ol; collaboration and conflict management; types of action, thinking, and learning styles; recap of propositions; some practical implications; conclusion; notes; acknowledgments; references; appendix |
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System-wide change in cancer care: exploring sensemaking, sensegiving, and consentintroduction; symbolism, sensemaking, and sensegiving; system-wide change through action research; a new regional strategy for managing cancer care; discussion: discursive divergence and platform plurivocality; conclusion: the turn to dialogue in organizational development; note; references; changing leadership dynamics at agility-critical interfaces: action research as a 25-year longitudinal study; introduction; the research setting; evolution of the practitioner's research question |
Summary |
These manuscripts provide an intriguing collection that capture and provide value to the real work of creating a sustainable field of study and practice - organization change and development - and sustainable organizations |
Notes |
Toward a full-process approach of leadership dynamics at interfaces |
Bibliography |
Includes bibliographical references at the end of each chapters |
Notes |
Print version record |
Subject |
Commerce.
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Business.
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Organizational change.
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businesses (business enterprises)
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business (commercial function)
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BUSINESS & ECONOMICS -- Industrial Management.
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Management Science.
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BUSINESS & ECONOMICS -- Organizational Behavior.
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Business
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Commerce
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Organizational change
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Form |
Electronic book
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Author |
Noumair, Debra A
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ISBN |
9781783503124 |
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1783503122 |
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9781783503117 |
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1783503114 |
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