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It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of…mehr
It is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole.
Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.
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Autorenporträt
OD expert and executive coach, Paul Lawrence is Co-director of the Centre for Systemic Change, a change management company based in Sydney. Paul was previously a Global Programme Director for OD and Learning at BP.
Inhaltsangabe
Chapter 00: Introduction; Chapter 01: The emerging change model; Section ONE: Reflective dialogue in action; Chapter 02: Dialogue and communication; Chapter 03: Listening; Chapter 04: Voicing; Chapter 05: Reflection; Section TWO: Perspective, purpose and identity; Chapter 06: The evolution of perspective; Chapter 07: The evolution of purpose; Chapter 08: The evolution of identity; Section THREE: Power and politics; Chapter 09: Power and politics; Section FOUR: Themes; Chapter 10: Authenticity; Chapter 11: Resistance to change; Chapter 12: Systemic thinking; Section FIVE: Application; Chapter 13: Case study: The emerging change model in practice; Chapter 14: Getting started; Chapter 15: Leadership; Chapter 16: Building capability; Chapter 17: The role of coaching
Chapter 00: Introduction; Chapter 01: The emerging change model; Section ONE: Reflective dialogue in action; Chapter 02: Dialogue and communication; Chapter 03: Listening; Chapter 04: Voicing; Chapter 05: Reflection; Section TWO: Perspective, purpose and identity; Chapter 06: The evolution of perspective; Chapter 07: The evolution of purpose; Chapter 08: The evolution of identity; Section THREE: Power and politics; Chapter 09: Power and politics; Section FOUR: Themes; Chapter 10: Authenticity; Chapter 11: Resistance to change; Chapter 12: Systemic thinking; Section FIVE: Application; Chapter 13: Case study: The emerging change model in practice; Chapter 14: Getting started; Chapter 15: Leadership; Chapter 16: Building capability; Chapter 17: The role of coaching
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