The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems
This book is about effective change. It describes methods for changing ''whole systems,'' that is, change based on two powerful foundation assumptions: high involvement and a systemic approach to improvement. High involvement means engaging the people in changing their own system. It is systemic because there is a conscious choice to include the people, functions, and ideas that can affect or be affected by the work. Whole system change methods help you initiate high-leverage, sustainable improvements in organizations or communities. ''High-leverage'' is emphasized because in any improvement effort, we want the highest possible value for the effort invested. We believe that involving people in a systematic way is a key to high leverage and that the methods in this book can provide this leverage for you. You'll need to determine the one(s) best suited to moving your organization or community to the culture you want. We wrote this book to support your efforts. The book is intended to answer questions such as: What methods are available that have proven successful in addressing today's needs for organizational or community change? What are the key distinctions among these methods? How do I know if a method would be a good fit for my organization or community? How do I get started after I select one or more methods? To make a good choice, you'll need some basic information. Rather than provide details of how to do each method, we give you an overview of what's available and some tools to help focus your exploration.
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Thoughts About the Future from the Lead Authors 156 66 From Chaos to Coherence The Emergence of Inspired Organizations
Consensus Decision Making
The Drum Café
The Learning Map Approach
Open Systems Theory
Participative Design Workshop
The Practice of Empowerment
References Suggested by Multiple Contributing Authors 488 End Notes
About the Lead Authors
Human Systems Dynamics
Other editions - View all
action Adaptable Method Chapter Appreciative Inquiry Balanced Scorecard behavior Berrett-Koehler Brian Tate change effort change process collaborative commitment complex conference connections consultant conversations create creative culture decisions develop dialogue diverse Drum Café emerge employees Empowerment engage Eric Trist event experience explore face-to-face Figure Follow-up goals graphic facilitation HISTORICAL CONTEXT ideas images implementation Improving Method Chapter In-depth increase individual Information initiatives innovation internal issues journalists large group leaders leadership meeting Meg Wheatley ment months BRIEF EXAMPLE NUMBER OF PARTICIPANTS ongoing Online Environments online interaction Open Space Technology organization organizational OUTCOMES perspectives Playback Theatre practice practitioners projects PURPOSE questions recording and graphic San Francisco Scenario Planning share Six Sigma Steve Kerr story strategy structure thinking Thumbnail Adaptable Method tion Tom Atlee transform TYPES OF PARTICIPANTS TYPICAL DURATION vision visual recording whole system WorkOut workshop World Café