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Relational Change : the Art and Practice of Changing Organizations.
This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. --
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
London :
Bloomsbury Publishing PLC,
2016.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection.
- 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics.
- Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own
- and others'
- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people.
- Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve
- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood
- a brief introduction to Appreciative Inquiry; Questions for further reflection.
- 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary.