Paperback
Preparing for High Impact Organizational Change
Experiential Learning and Practice
9781800371019 Edward Elgar Publishing
Preparing for High Impact Change: Experiential Learning and Practice provides an overview of change processes for teaching, facilitating, and coping with change. Tested high-impact exercises in the book will prepare change leaders at all organizational levels to deal with the myriad of challenges inherent in the process of organizational change. This book is a resource for consultants, educators, students and practitioners in corporate training and development roles.
More Information
Critical Acclaim
Contributors
Contents
More Information
Preparing for High Impact Change: Experiential Learning and Practice provides an overview of change processes for teaching, facilitating, and coping with change. Tested high-impact exercises in the book will prepare change leaders at all organizational levels to deal with the myriad of challenges inherent in the process of organizational change.
Effective organizational change involves a combination of understanding, learning and unlearning, and practiced behaviour as part of the underlying conceptualization, formulation, and implementation processes. The book presents a series of exercises that promote self-learning and developing readiness for change, from preparing people for change, understanding and managing resistance, and coping with change-related obstacles to seeking buy-in for the change. Emphasis throughout the book is placed on developing change-related competencies.
This book is a resource for understanding aspects of change, from theory to practice, for consultants, educators, students and practitioners in corporate training and development roles.
Effective organizational change involves a combination of understanding, learning and unlearning, and practiced behaviour as part of the underlying conceptualization, formulation, and implementation processes. The book presents a series of exercises that promote self-learning and developing readiness for change, from preparing people for change, understanding and managing resistance, and coping with change-related obstacles to seeking buy-in for the change. Emphasis throughout the book is placed on developing change-related competencies.
This book is a resource for understanding aspects of change, from theory to practice, for consultants, educators, students and practitioners in corporate training and development roles.
Critical Acclaim
‘The field of organization development and change has been needing a book like this one for a long time, that is, having at your fingertips a practical array of hands-on exercises and interventions that clearly facilitate the hard work of changing organizations. Grounded in the fundamentals of organization change and development concepts and their applications, this book is indispensable for those responsible for organization change and development.’
– W. Warner Burke, Columbia University, US
– W. Warner Burke, Columbia University, US
Contributors
Contributors: S.M. Adams, A.F. Buono, R. Dunford, A.E. Feyerherm, G.W. Hay, E.J. Heiser, K. Hunter, D.W. Jamieson, M.R. Manning, R.J. Marshak, C.A. Martinez, J.M. Milbrandt, M. Minahan, P.H. Mirvis, M.M. Nash, M. Norcross, E.J. Sanders, G.M. Schwarz, R.V. Tenkasi, G. Wagenheim, T.F. Yaeger, N.M. Zwieg Daly
Contents
Contents:
Introduction
1. Preparing for High Impact Change: The Critical Role of Experiential Learning and Practice
Anthony F. Buono, Susan M. Adams, and Gavin M. Schwarz
Part I Experiential Learning as a Pedagogical Tool: Getting Started
2. The Competencies of Successful Scholar-Practitioners
Ramkrishnan (Ram) V. Tenkasi, George W. Hay, and Eric J. Sanders
3. Using Icebreaker Exercises: Futility and Possibility–Assessing Reactions to Organizational Change
Anthony F. Buono
4. Teaching Theory Experientially
Robert J. Marshak
Part II Self-Learning and Beyond through Change Exercises
5. Increasing Manager’s Self-awareness through Story-telling and Mask Making
Philip H. Mirvis
6. Exploring Reactions to Change: A Card Game Simulation
Susan M. Adams
7. From Both Sides to All Sides: Creating Common Ground Where There’s Been None Before
Matt Minahan
8. Eliciting Group Affect and Emotive Tone: The Mads, Glads and Sads Exercise
Michael R. Manning and Melissa Norcross
Part III Communicating Change
9. Symbols: Creating Meaning from the Change Message
Richard Dunford
10. The Ball Game: Teaching Organizational Change and Communication
Cynthia A. Martinez
Part IV The Human Side of Change: Strategy, Culture, and Change Recipients
11. Applying Lewin’s Force Field Theory to Facilitate SWOT Analysis: An Effective and Efficient Approach
Mary M. Nash, Michael R. Manning, and E. John Heiser
12. Diminishing Resources: Building Strategy for Change
Ann E. Feyerherm
13. Exploring the Dynamics of Organizational Culture and Change: Developing Skills and Strategies to Navigate Change in a Complex World
David W. Jamieson, Jackie M. Milbrandt, and Nicole M. Zwieg Daly
14. Building Exhange Relations And Brokerage Positions within Groups
Keith Hunter
15. UGH! Generational Conflict amidst a Change Effort
Therese F. Yaeger
Part V The Experiential Exercise End Game: End Point Engagement
16. Debriefing Change Exercises: End-point Engagement
Gary Wagenheim
17. Facilitating Focused Debriefing: Connecting Experience with Theory and Reflection—The Three-Part Journal
Anthony F. Buono
18. Afterword: The Change Game—Moving from Toolkits to “That Was Great!”
Susan M. Adams, Gavin M. Schwarz, and Anthony F. Buono
Index
Introduction
1. Preparing for High Impact Change: The Critical Role of Experiential Learning and Practice
Anthony F. Buono, Susan M. Adams, and Gavin M. Schwarz
Part I Experiential Learning as a Pedagogical Tool: Getting Started
2. The Competencies of Successful Scholar-Practitioners
Ramkrishnan (Ram) V. Tenkasi, George W. Hay, and Eric J. Sanders
3. Using Icebreaker Exercises: Futility and Possibility–Assessing Reactions to Organizational Change
Anthony F. Buono
4. Teaching Theory Experientially
Robert J. Marshak
Part II Self-Learning and Beyond through Change Exercises
5. Increasing Manager’s Self-awareness through Story-telling and Mask Making
Philip H. Mirvis
6. Exploring Reactions to Change: A Card Game Simulation
Susan M. Adams
7. From Both Sides to All Sides: Creating Common Ground Where There’s Been None Before
Matt Minahan
8. Eliciting Group Affect and Emotive Tone: The Mads, Glads and Sads Exercise
Michael R. Manning and Melissa Norcross
Part III Communicating Change
9. Symbols: Creating Meaning from the Change Message
Richard Dunford
10. The Ball Game: Teaching Organizational Change and Communication
Cynthia A. Martinez
Part IV The Human Side of Change: Strategy, Culture, and Change Recipients
11. Applying Lewin’s Force Field Theory to Facilitate SWOT Analysis: An Effective and Efficient Approach
Mary M. Nash, Michael R. Manning, and E. John Heiser
12. Diminishing Resources: Building Strategy for Change
Ann E. Feyerherm
13. Exploring the Dynamics of Organizational Culture and Change: Developing Skills and Strategies to Navigate Change in a Complex World
David W. Jamieson, Jackie M. Milbrandt, and Nicole M. Zwieg Daly
14. Building Exhange Relations And Brokerage Positions within Groups
Keith Hunter
15. UGH! Generational Conflict amidst a Change Effort
Therese F. Yaeger
Part V The Experiential Exercise End Game: End Point Engagement
16. Debriefing Change Exercises: End-point Engagement
Gary Wagenheim
17. Facilitating Focused Debriefing: Connecting Experience with Theory and Reflection—The Three-Part Journal
Anthony F. Buono
18. Afterword: The Change Game—Moving from Toolkits to “That Was Great!”
Susan M. Adams, Gavin M. Schwarz, and Anthony F. Buono
Index
