In Participative Transformation, Roger Klev and Morten Levin insist that participative learning and developmental processes are essential in organizational change. They focus on introducing the kind of learning and development that shapes a self-sustaining developmental process that is an integral part of the daily activities of an organisation. This process is essentially one of collective reflection in order to develop alternatives for action, experimentation to achieve desired goals, then collective reflection on the results achieved. Reflection on own practice can contribute to direct improvements of own practice, but may also contribute to new practices, new frameworks of understanding, and to processes involving other participants and fields of interaction. The first part of the book provides an introduction to participative change management and particularly to the concept of co-generative learning inherited from action research, in which change becomes a joint management and employee learning, development, and knowledge creating process. In the second part, the focus of each chapter is on an aspect of the practice of leading change. There is practical guidance for leaders, internal problem owners, external change agents, or action researchers on how employees can be actively engaged in shaping their own work conditions. Readers will learn how experiencing negative results as well as success can form a basis for continued development, even on how to handle an organisational development process when it is in terminal trouble, to ensure there is still learning from it.
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States that participative learning and developmental processes are essential in organizational change. The authors focus on introducing the kind of learning and development that shapes a self-sustaining developmental process that is an integral part of the daily activities of an organisation.
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Contents: Preface; Introduction: the practice of leading change; Part I Transformation of Organizations: Organizational theory and organizational change; Change as praxis - organizational development as a professional field; Participative transformation - the role of technology and the political economy; Participative change as co-generative learning; Learning and knowledge; Participation and resistance to change; Leading participatory change. Part II Work Forms in Leading Participative Change: Organizational analysis; Search conferences; The world cafe - active involvement through meaningful conversation; Resolving workplace conflict using interest-based processes; Learning histories; References; Index.
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'Charting a course between sound scientific insight and the recipe style of popular management texts is not easy. The authors have succeeded in doing that and blend practical examples with valuable insights. This is a book for those who are serious about achieving meaningful change in the workplace.' Tim May, University of Salford, UK 'Roger Klev and Morten Levin have written a comprehensive work that bridges significant gaps between theory and practice among various streams of literature in organization theory, OD, and management. Drawing on their broad knowledge of the scholarly literature and shaped by their experience the authors provide valuable guidance for understanding the complexity of organizational change. It is a comprehensive resource.' Lyle Yorks, Columbia University, USA
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Produktdetaljer

ISBN
9781409423782
Publisert
2012
Utgiver
Vendor
Ashgate Publishing Limited
Vekt
453 gr
Høyde
216 mm
Bredde
138 mm
Aldersnivå
U, 05
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
220

Om bidragsyterne

Dr Roger Klev is Head of Leadership Development at Reinertsen AS and Associate Professor at Norwegian University of Science and Technology. He has over 25 years combined research and teaching with very direct involvement in organizational and strategic change in a variety of companies and is a published author and conference speaker. Morten Levin is Professor of Organisation and Work Science at The Norwegian University of Science and Technology. He holds graduate degrees in engineering and in sociology. And has held research, teaching and examiner posts at universities throughout Scandinavia and at Cornell in the USA. Levin has directed four large Ph.D.programs in action research. He has won awards for teaching and authored award winning papers, journal articles and several books.