The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems: Easyread Super Large 20pt Edition
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
Collaborative Work Systems Design
Dynamic Planning Charrettes
Large Group Scenario Planning
OpenSpaceOnline RealTime Methodology 315 Organization Workshop
References Suggested by Multiple Contributing
Consensus Decision Making
Dialogue and Deliberation
About the Lead Authors
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action Adaptable Method Chapter Appreciative Inquiry approach Balanced Scorecard Berrett-Koehler Brian Tate build Chris Corrigan coherence commitment complex connection Cooperrider Created creativity culture Dannemiller David Cooperrider decisions develop dialogue diverse Drum Café dynamic emerge employees ence engage Eric Trist event external stakeholders Facilitation Figure Follow-up Future Search goals HISTORICAL CONTEXT ideas images implement Improving Method Chapter In-depth Adaptable Method increase individual Information innovation issues JazzLab journalists large group large-scale change leaders leadership Learning Map Marshall Rosenberg meeting ment months BRIEF EXAMPLE Network nization NUMBER OF PARTICIPANTS ongoing Open Space Technology orga organizational OUTCOMES perspectives Planning Method Chapter Playback Theatre practice Preparation PURPOSE questions San Francisco Scenario Planning shared Steven Cady strategic planning structure Thumbnail Adaptable Method Thumbnail Improving Method tion tive Tom Atlee transform TYPES OF PARTICIPANTS TYPICAL DURATION vision Weisbord whole system Workshop World Café