Learning to Change
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BeschreibungLearning to Change provides a comprehensive overview of organizational change theories and practices developed by both European and North American change theorists. The authors compare and contrast different theories or approaches to planned change and discuss in detail the activities or steps change agents take - diagnosis, change strategy, the intervention plan, and interventions. In addition, the authors explore what makes someone a successful change agent and provide advice for career and professional development.
Why Change is so Complicated
On Loosely Coupled Systems
On Managing and Being Managed
On Chaos Thinking
Four Irrational Families of Theries Full Irrationalities
Thinking About Change in Five different Colors
Change Strategies and Approaches
Five Meanings of the Word Change
Five Ways of Thinking About Change in More Detail
Ideals and Pitfalls
New Colors and 'Super Páradigm'
Working With Colors: The Joseph and Johanna Case
The Main Elements of Planning Change
Elements of the Method
The Preceding Change Idea and the Actual Outcome
History: Driving Factors Behind the Change Idea
The Change Phases
Communication and Sense Making
Playing With the Elements: A Case Illustration
From Idea to Outcomes
Case "Organization X"
Examples of Diagnostic Models
The Eisenhower Principle, Curriculum Vitae, Time Sheets
Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme
Balanced Scorecard, Portfolio Analysis, Activity-Based Costing
Competition Structure, Environment Analysis, Experience Curves
Core Qualities, I/R Professionals, Competencies
Team Roles, Conditions for Team Success, Roles of the Staff Units
Culture Types, Organization Configurations, The Organizational Iceberg
Network Organization, Public Private Cooperation, Industrial Ecology
Biographical Fit, Power Sources, Levels of Learning
Optimal Conflict Level, Learning Curve, Process/Result Orientation
The Clock, the Passage of Resistance, Two Change Forces
Force-field Analysis, Mega-trends, National Cultures
In Conclusion to This Chapter
Examples of Intervention
PortraitLéon de Caluwé is senior partner with the Twynstra Group, management consultants and part time professor at the Free University in Amsterdam.
Léon de Caluwé (1950) studied social psychology at the University of Utrecht. He received his science degree in 1975 and his Ph.D degree in 1997 at Tilburg University. He was appointed professor in Amsterdam in 2000. He leads the Center for Research on Consultancy at the Free University, which is part of an international network. He regularly works as expert for the OECD and the Council of Europe.
At Twynstra Gudde (where he works since 1988) he is member of the thinktank of the company.
In his work he is specialized in change, conflict resolution, quality of cooperation, culture-interventions, facilitation of policy development sessions. He works regularly with gamesand gaming metods as an intervention for advanced learning.
He works for all types of clients, in government and in industry.
He published more than 80 articles and more than 10 books. Several of them are in English, e.g. 'Changing organizations with
gaming/simulation' (Elsevier publishers, 2000). The subjects are: change, consultancy and interventions.
His dissertation: "Veranderen moet je leren" (1997) received the 'Best-book-of-the-year' award by the Dutch Association of Management Consultants.
He is member of the Academy of Management, editor of several scientific journals and lecturer in many postgraduate and Masters programs.
Pressestimmen"Like Gareth Morgan's Images of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly."
Untertitel: New. Sprache: Englisch.
Verlag: SAGE PUBN
Erscheinungsdatum: Oktober 2002
Seitenanzahl: 344 Seiten