Dynamics of Organizational Change and Learning
John Wiley & Sons, Aug 13, 2004 - Psychology - 512 pages
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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
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
Other editions - View all
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 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 knowledge leadership learning process means methodologies methods motivation mutual gains bargaining networks Organization Development Organizational Behaviour 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 tacit knowledge target person theory understanding values