"Facilitating Organization Change" hilft Ihnen, die Dynamik des Wandels in einem komplexen System zu verstehen und diese Kräfte gezielt zu nutzen. Dieses Buch nennt neue Perspektiven, Methoden und Techniken zur Wiederbelebung von Unternehmen. Es erläutert auch die Muster die das Unternehmensverhalten steuern und zeigt, wie man sich diese Einsichten zunutze macht, um den Unternehmenswandel effektiver voranzutreiben. Leaders and facilitators of organization and system change know intuitively that the context of the work is complex and adaptive, but most have not been exposed to the concepts of…mehr
"Facilitating Organization Change" hilft Ihnen, die Dynamik des Wandels in einem komplexen System zu verstehen und diese Kräfte gezielt zu nutzen. Dieses Buch nennt neue Perspektiven, Methoden und Techniken zur Wiederbelebung von Unternehmen. Es erläutert auch die Muster die das Unternehmensverhalten steuern und zeigt, wie man sich diese Einsichten zunutze macht, um den Unternehmenswandel effektiver voranzutreiben. Leaders and facilitators of organization and system change know intuitively that the context of the work is complex and adaptive, but most have not been exposed to the concepts of complexity science. Without a language and a set of models, they find it difficult to understand or make use of the complexity that inevitably surrounds them.
Produktdetails
Produktdetails
J-B The Practicing Organization Development Series
Edwin E. Olson, PhD, earned a master's degree in pastoral counseling and a PhD in government. He teaches organization behavior at the University of Maryland, University College. Glenda H. Eoyang is the author of Facilitating Organization Change: Lessons from Complexity Science, published by Wiley.
Inhaltsangabe
1. An Emerging Paradigm of Organization Change Organization As Machine Problem with Traditional Approaches Alternatives to the Machine Model Toward an Integrated Framework From the Part to the Whole From the Whole to the Part Emergent Patterns Through Self-Organization Conditions for Self-Organization The Self-Organizing Process No Condition Stands Alone CAS and the Change Agent Summary Method: Self-Organizing Dynamics 2. Change Through Connections (Not Top-Down Control) Story: Hospital Merger Entangled Connections No Single Source of Change Leadership and Influence in a CAS Role of Formal Leader Change Agent Role Summary Method: Feedback Analysis Method: Leader As Change Agent 3. Adapt to Uncertainty (Not Predictable Stages of Development) Nonlinear Organization Change Story: Unpredictability vs. Need for Control Consulting to Uncertainty No Sequence of Events Speed of Adaptation Change Agent Role Summary Method: Decision Making Under Conditions of Uncertainty 4. Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals) Case: Knowledge Management Firms Planning in a CAS Vision in a CAS Goal Setting in a CAS Structures in a CAS Change Agent Role Summary Method: Self-Organizing Exercise 5. Amplify Difference (Not Build Consensus) Story: The Hidden Difference Unbraiding Differences Differences in a CAS Differences and Organization Resilience Differences and Organization Change Change Agent Role Summary Method: Difference Matrix 6. Self-Similarity (Not Difference Between Levels) Story: The Hidden Difference (Continued) Self-Similarity in Organizations Scaling Scaling in Organizations Simple Rules Change Agent Role Summary Method: Fractal As Metaphor 7. Success As Fit with the Environment (Not Closing the Gap with an Ideal) Story: Focusing on Fit Success As Fitness Performance Feedback Competition and Cooperation Change Agent Role Summary Method: Same and Different 8. Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm Story: Just Do It! Self-Organization and Traditional Change Methods Change Agent Responsibilities Entering the System Assessment Intervention Evaluation Skills for a Complexity Approach Summary Method: Reflection Evaluation 9. Making Self-Organization a Reality: Evolution in Organizations Work with the Conditions for Self-Organization Conclusion Continuing the Co-Evolution References Index About the Authors About the Editors
1. An Emerging Paradigm of Organization Change Organization As Machine Problem with Traditional Approaches Alternatives to the Machine Model Toward an Integrated Framework From the Part to the Whole From the Whole to the Part Emergent Patterns Through Self-Organization Conditions for Self-Organization The Self-Organizing Process No Condition Stands Alone CAS and the Change Agent Summary Method: Self-Organizing Dynamics 2. Change Through Connections (Not Top-Down Control) Story: Hospital Merger Entangled Connections No Single Source of Change Leadership and Influence in a CAS Role of Formal Leader Change Agent Role Summary Method: Feedback Analysis Method: Leader As Change Agent 3. Adapt to Uncertainty (Not Predictable Stages of Development) Nonlinear Organization Change Story: Unpredictability vs. Need for Control Consulting to Uncertainty No Sequence of Events Speed of Adaptation Change Agent Role Summary Method: Decision Making Under Conditions of Uncertainty 4. Emerging Goals, Plans, and Structures (Not Clear, Detailed Plans or Goals) Case: Knowledge Management Firms Planning in a CAS Vision in a CAS Goal Setting in a CAS Structures in a CAS Change Agent Role Summary Method: Self-Organizing Exercise 5. Amplify Difference (Not Build Consensus) Story: The Hidden Difference Unbraiding Differences Differences in a CAS Differences and Organization Resilience Differences and Organization Change Change Agent Role Summary Method: Difference Matrix 6. Self-Similarity (Not Difference Between Levels) Story: The Hidden Difference (Continued) Self-Similarity in Organizations Scaling Scaling in Organizations Simple Rules Change Agent Role Summary Method: Fractal As Metaphor 7. Success As Fit with the Environment (Not Closing the Gap with an Ideal) Story: Focusing on Fit Success As Fitness Performance Feedback Competition and Cooperation Change Agent Role Summary Method: Same and Different 8. Self-Organization and the Change Agent: Tips for Thriving in the New Paradigm Story: Just Do It! Self-Organization and Traditional Change Methods Change Agent Responsibilities Entering the System Assessment Intervention Evaluation Skills for a Complexity Approach Summary Method: Reflection Evaluation 9. Making Self-Organization a Reality: Evolution in Organizations Work with the Conditions for Self-Organization Conclusion Continuing the Co-Evolution References Index About the Authors About the Editors
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309
