Dynamics of Organizational Change and Learning is concerned with the behaviour of individuals, and the social processes in groups and organizations during the process of change.
Leading authorities from 9 countries discuss the processes, problems, and successes of organizational change and learning, and offer critical reflections on the conventional wisdom of planned change.
Dynamics of Organizational Change and Learning combines proven knowledge and robust theories of organizational change and learning with new perspectives from social constructionism and postmodern organization theories. It will be a source of knowledge and inspiration for organizational professionals, management consultants, academics, and students.
About the Contributors.
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).