Dynamics of Organizational Change and Learning
John Wiley & Sons, Apr 15, 2008 - Psychology - 512 pages
This handbook focuses on the complex processes and problems oforganizational change and relates current knowledge of individualand group psychology to the understanding of the dynamics ofchange.
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Part I Fundamentals and Practices in Organization Development
Part II Designing and Organizing Organizational Change
Part III Organizing Changing and Learning in Ambiguous Contexts
Part IV Power Dynamics and Organizational Change
Part V Learning and Developing for Sustainable Change
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action learning action research activities actors adhocracy Appreciative inquiry approach Argyris assumptions behaviour Bennebroek Boonstra change agents change and learning change management change process change strategies Chapter cognitive collective communication concept conflict construction consultants context continuous change create culture decision-making dialogue dilemma discussion dominant effective Emery employees environment example experience facilitator feedback focus focuses goals Harvard Business School human ideas implementation important individual innovation insights interaction interventions involved issues leadership learning process means methodologies methods motivation mutual gains bargaining networks Organization Development Organizational Behavior organizational change organizational learning organizing and changing outcomes participants perspective planned change pocket veto political position power distance practice principles problems production professional programmes Psychology reality reflection relations relationships relevant result role sense-making situation skills social social constructionism stakeholders structure tacit knowledge target person theory thinking understanding values