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Dynamics of Organizational Change and Learning

Dynamics of Organizational Change and Learning

Jaap Boonstra (Editor)

ISBN: 978-0-471-87737-0

Jun 2004

512 pages

In Stock

$264.00

Description

This handbook focuses on the complex processes and problems of organizational change and relates current knowledge of individual and group psychology to the understanding of the dynamics of change.
  • Complementary and competing insights are presented as overviews of theory and research
  • Offers helpful insights about choosing models and methods in specific situations
  • Chapters by international authors of the highest quality
About the Editor.

About the Contributors.

Series Preface.

Preface.

Acknowledgements.

Introduction (Jaap Boonstra).

PART I: FUNDAMENTALS AND PRACTICES IN ORGANIZATION DEVELOPMENT.

1. Organization Development and Change: Foundations and Applications (Thomas Cummings).

2. Open Systems Theory: Implications for Development and Learning (Merrelyn Emery).

3. Organizing Change Processes: Cornerstones, Methods, and Strategies (Morten Levin).

4. Art and Wisdom in Choosing Change Strategies: A Critical Reflection (Marc Buelens and Geert Devos).

PART II: DESIGNING AND ORGANIZING ORGANIZATIONAL CHANGE.

5. Change Architecture: Designing and Organizing the Process of Change (Colin Carnall).

6. Managing Change Successfully: Core Questions, Issues, and Strategies (Klaus Doppler).

7. Organizational Change: Strategies and Interventions (Elise Walton and Michael Russell).

8. Dilemmas and Paradoxes in Organizing Change Processes: A Critical Reflection (Luc Hoebeke).

PART III: ORGANIZING, CHANGI NG, AND LEARNING IN AMBIGUOUS CONTEXTS.

9. Organizational Change and Development: Episodic and Continuous Changing (Karl Weick and Robert Quinn).

10. Thinking about Change in Different Colours: Multiplicity in Change Processes (Léeon de Caluwé and Hans Vermaak).

11. Beyond Implementation: Co-creation in Change and Development (André Wierdsma).

12. ChangeWorks: A Critical Construction (Dian Marie Hosking).

PART IV: POWER DYNAMICS AND ORGANIZATIONAL CHANGE.

13. Power Dynamics in Organizational Change: A Multi-perspective Approach (Patricia Bradshaw and Jaap Boonstra).

14. Interactions inOrganizational Change: Using InfluenceTactics to Initiate Change (Gary Yukl).

15. Power and Collaboration: Methodologies for Working Together in Change (Kilian Bennebroek Gravenhorst and Roeland in ’t Veld).

16. Power and Change: A Critical Reflection (Cynthia Hardy and Stewart Clegg).

PART V: LEARNING AND DEVELOPING FOR SUSTAINABLE CHANGE.

17. Learning in Organizations: Schools of Thought and Current Challenges (Alfons Sauquet).

18. Double-loop Learning and Organizational Change: Facilitating Transformational Change (Chris Argyris).

19. Learning and Sustainable Change: Designing Learning Spaces (Gerhard Smid and Ronald Beckett).

20. Knowledge, Learning, and Organizational Embeddedness: A Critical Reflection (Alice Lam).

Conclusion: Some Reflections and Perspectives on Organizing, Changing, and Learning (Jaap Boonstra).

Index.