The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole SystemsBerrett-Koehler Publishers, 1 ene 2007 - 732 páginas The Change Handbook features chapters by the originators and foremost practitioners of such high-leverage change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology. The authors outline distinctive aspects of their approach; detail roles and responsibilities; share a story illustrating usage; and answer frequently asked questions about how to put it into practice. Examples of successful change efforts acquaint readers with the diverse array of methods being employed today. A one-stop comparative chart allows them to evaluate the methods to determine what will work best fro them, and an in-depth reference section helps them locate the resources they need to get started. |
Índice
| 1 | |
| 15 | |
The Methods | 71 |
Thoughts About the Future from the Lead Authors | 609 |
Quick Summaries | 645 |
References Suggested by Multiple Contributing Authors | 707 |
| 711 | |
About the Lead Authors | 733 |
Otras ediciones - Ver todo
The Change Handbook: The Definitive Resource on Today's Best Methods for ... Peggy Holman,Tom Devane,Steven Cady Vista previa restringida - 2007 |
The Change Handbook: Group Methods for Shaping the Future Peggy Holman,Tom Devane,Steven Cady Vista de fragmentos - 2007 |
The Change Handbook: Group Methods for Shaping the Future Peggy Holman,Tom Devane,Steven Cady No hay ninguna vista previa disponible - 2007 |
Términos y frases comunes
Action Learning action plans Appreciative Inquiry Balanced Scorecard behavior build change effort charrette circle Collaborative Loops commitment Community Weaving consultant CONTEXT conversations create creative culture decision Dialogue and Deliberation diverse Dynamic Dynamic Facilitation Dynamic Planning emerge employees empowerment engagement Eric Trist event experience focus Follow-up Fred Emery Future Search goals Graphic Facilitation ideas implementation improvement individual initiative innovation Integrated involved issues large group leaders leadership learning levels meeting Meg Wheatley ment Method Chapter months needs Nonviolent Communication Number of Participants ongoing Online Environments Open Space Open Space Technology organization or community organizational outcomes Playback Theatre practice principles purpose questions Quick Summaries Rapid Results responsibility Scenario Planning scenario thinking Search Conference sessions shared Six Sigma stakeholders strategic planning structure success sustainable tion transformation TYPES OF PARTICIPANTS TYPICAL DURATION vision whole system Whole-Scale workshop World Café