Dynamics of Organizational Change and Learning

This handbook focuses on the complex processes and problems oforganizational change and relates current knowledge of individualand group psychology to the understanding of the dynamics ofchange. * Complementary and competing insights are presented as overviewsof theory and research * Offers helpful insights about choosing models and methods inspecific situations * Chapters by international authors of the highest quality

This handbook focuses on the complex processes and problems oforganizational change and relates current knowledge of individualand group psychology to the understanding of the dynamics ofchange.* Complementary and competing insights are presented as overviewsof theory and research* Offers helpful insights about choosing models and methods inspecific situations* Chapters by international authors of the highest quality

About the Editor.About the Contributors.Series Preface.Preface.Acknowledgements.Introduction (Jaap Boonstra).PART I: FUNDAMENTALS AND PRACTICES IN ORGANIZATIONDEVELOPMENT.1. Organization Development and Change: Foundations andApplications (Thomas Cummings).2. Open Systems Theory: Implications for Development andLearning (Merrelyn Emery).3. Organizing Change Processes: Cornerstones, Methods, andStrategies (Morten Levin).4. Art and Wisdom in Choosing Change Strategies: A CriticalReflection (Marc Buelens and Geert Devos).PART II: DESIGNING AND ORGANIZING ORGANIZATIONAL CHANGE.5. Change Architecture: Designing and Organizing the Process ofChange (Colin Carnall).6. Managing Change Successfully: Core Questions, Issues, andStrategies (Klaus Doppler).7. Organizational Change: Strategies and Interventions (EliseWalton and Michael Russell).8. Dilemmas and Paradoxes in Organizing Change Processes: ACritical Reflection (Luc Hoebeke).PART III: ORGANIZING, CHANGI NG, AND LEARNING IN AMBIGUOUSCONTEXTS.9. Organizational Change and Development: Episodic andContinuous Changing (Karl Weick and Robert Quinn).10. Thinking about Change in Different Colours: Multiplicity inChange Processes (Leeon de Caluwe and Hans Vermaak).11. Beyond Implementation: Co-creation in Change and Development(Andre Wierdsma).12. ChangeWorks: A Critical Construction (Dian MarieHosking).PART IV: POWER DYNAMICS AND ORGANIZATIONAL CHANGE.13. Power Dynamics in Organizational Change: A Multi-perspectiveApproach (Patricia Bradshaw and Jaap Boonstra).14. Interactions inOrganizational Change: Using InfluenceTacticsto Initiate Change (Gary Yukl).15. Power and Collaboration: Methodologies for Working Togetherin Change (Kilian Bennebroek Gravenhorst and Roeland in 'tVeld).16. Power and Change: A Critical Reflection (Cynthia Hardy andStewart Clegg).PART V: LEARNING AND DEVELOPING FOR SUSTAINABLE CHANGE.17. Learning in Organizations: Schools of Thought and CurrentChallenges (Alfons Sauquet).18. Double-loop Learning and Organizational Change: FacilitatingTransformational Change (Chris Argyris).19. Learning and Sustainable Change: Designing Learning Spaces(Gerhard Smid and Ronald Beckett).20. Knowledge, Learning, and Organizational Embeddedness: ACritical Reflection (Alice Lam).Conclusion: Some Reflections and Perspectives on Organizing,Changing, and Learning (Jaap Boonstra).Index.