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"A good balance between theory and practice . . . it definitely fills a void in the [lack of] texts in the area and the change literature in general . . . a good fit for my graduate class on 'Managing Organizational Change.'" —Anthony F. Buono, McCallum Graduate School of Business, Bentley College "Like Gareth Morgan's Images of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly." —Andrea Markowitz, Ph.D., President, OB&D, Inc. Learning to Change: A Guide for Organizational Change Agents provides a comprehensive overview of organizational change theories and practices developed by both U.S. and European change theorists. The authors compare and contrast five fundamentally different ways of thinking about change: yellow print thinking, blue print thinking, red print thinking, green print thinking and white print thinking. They also discuss in detail the steps change agents take, such as diagnosis, change strategy, the intervention plan, and interventions. In addition, they explore the attributes of a successful change agent and provide advice for career and professional development. The book includes case studies that describe multiple approaches to organizational change issues. This book will appeal to both the practitioner and academic audiences. It can be used as a text in graduate courses in change management and will also be a useful reference for consultants and managers. Features: Discusses the abilities, attitudes, and styles of successful change agents Describes five fundamentally different ways of thinking about change Presents a state-of-the-art overview of change management insights, methods, and instruments Summarizes an extensive amount of organizational change literature Supplies readers with useful insights and courses of action that will allow them to design and implement change professionally Learning to Change became a bestseller upon its initial publication in the Netherlands. The color-model on change is very popular among thousands of managers and change consultants and presents a new approach to change processes and a new language for change.
Constant change is a given for most companies today. What differs is the scale, and the ability of people and organizations to deal with change in a positive, learning environment. Training must adapt too, to respond to the different learning styles of a new generation whose learning needs are the result of working in delayered, leaner, empowered organizations. Griffiths and Williams look at the implications for training and development, drawing on their first-hand experience of being with IBM during an extensive reengineering programme. With the aid of checklists, questions, summaries, 'food for thought' and numerous real-life examples, they show how to improve corporate performance through organized learning. The book underlines the vital importance of linking learning with business needs and evaluating it like any other investment.
The Strategies and Skills Learning and Development (SSLD) system is an action-oriented model for enabling clients in social work, health, mental health, and human services settings to address their needs and life goals. In Learning to Change Lives, author A. Ka Tat Tsang introduces SSLD’s powerful framework and practice, which has been developed based on three decades of experience in psychotherapy, counselling, education, training, consultation, and community service. Learning to Change Lives provides detailed, step-by-step guidelines for SSLD intervention – starting with engagement with the client, assessment, translating problems into intervention plans, systematic learning and development of appropriate strategies and skills. Key practice procedures are described clearly and illustrated by case examples, specific instructions, and sample worksheets. Aimed at clinical practitioners, mental health professionals, social workers, and other human service professionals, this book can be used as a manual by practitioners and as a textbook for courses and training programs.
This introduction to the concepts and techniques of formal learning theory is based on a number-theoretical approach to learning and uses the tools of recursive function theory to understand how learners come to an accurate view of reality.
Now available in paper for the first time, this classic work presents a structured, rigorously tested, six-stage strategy for improving intimate relationships. Therapists and counselors will benefit from practical, step-by-step guidance for deciding how, why, and when to employ such widely cited Stuart techniques as "caring days," communication improvements, behavioral contracting, the "powergram" procedure for decision making, and conflict containment. These techniques not only provide a program for identifying and producing positive behavior change, but give the therapist the tools to assess therapeutic outcome and empirically validate the efficacy of change. A new preface to the paperback edition situates the book within the contemporary couple therapy landscape and reflects on the continuing evolution of the author's approach.
Managing Sustainable Development Programmes is about understanding the difficulties and complexities of large change programmes and projects in both the private and public sectors. The authors' research reveals an extraordinary level of failure in these projects, the analysis of which overturns much of our traditional thinking about project delivery and governance. They turn existing theories on project management on their head, focusing instead on sustainable change and development. The message at its heart is 'don't blame the project leader' but rather look for active ownership of projects; joint knowledge management and sharing with external stakeholders that secure long-term effects.
A book that uses domain-general learning theory to explain recurrent trajectories of language change. In this book, Vsevolod Kapatsinski argues that language acquisition—often approached as an isolated domain, subject to its own laws and mechanisms—is simply learning, subject to the same laws as learning in other domains and well described by associative models. Synthesizing research in domain-general learning theory as it relates to language acquisition, Kapatsinski argues that the way minds change as a result of experience can help explain how languages change over time and can predict the likely directions of language change—which in turn predicts what kinds of structures we find in the languages of the world. What we know about how we learn (the core question of learning theory) can help us understand why languages are the way they are (the core question of theoretical linguistics). Taking a dynamic, usage-based perspective, Kapatsinski focuses on diachronic universals, recurrent pathways of language change, rather than synchronic universals, properties that all languages share. Topics include associative approaches to learning and the neural implementation of the proposed mechanisms; selective attention; units of language; a comparison of associative and Bayesian approaches to learning; representation in the mind of visual and auditory experience; the production of new words and new forms of words; and automatization of repeated action sequences. This approach brings us closer to understanding why languages are the way they are, Kapatsinski contends, than approaches premised on innate knowledge of language universals and the language acquisition device.
The three concepts central to this volume—practice, learning and change—have received very different treatments in the educational literature, an oversight directly confronted here. While learning and change have been extensively theorised, their various contexts articulated and analysed, practice is notably underrepresented. Where much of the literature on learning and change takes the notion of ‘practice’ as an unexamined given, its co-location as a term with various classifiers, as in ‘legal practice’ and ‘teaching practice’, render it curiously devoid of semantic force. In this book, ‘practice’ is the super-ordinate organising idea. Drawing on what has been termed the ‘practice turn in contemporary theory’, the work develops a conceptual framework for researching learning in, and on, practice. It challenges received notions of practice, questioning the assumptions, elisions, conflations and silences on the subject. In so doing, it offers fresh insights into learning and change, and how they relate to practice. In tandem with this conceptual work, the book details site-ontological studies of practice and learning in diverse professional and workplace contexts, examining the work of occupations as various as doctors, chefs and orchestral musicians. It demonstrates the value of theorising practice, learning and change, as well as exploring the connections between them amid our evolving social and institutional structures.
New Pedagogies for Deep Learning (NDPL) provides a comprehensive strategy for systemwide transformation. Using the 6 competencies of NDPL and a wealth of vivid examples, Fullan re-defines and re-examines what deep learning is and identifies the practical strategies for revolutionizing learning and leadership.
Underpinned by decades of research and application, Making Change Work shows that the lynchpin that connects change initiatives and their ultimate success is behavioural change. The book brings together the ROI Institute's established methodology for aligning projects and programmes to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer. It offers a step-by-step process that partners with any business initiative requiring behavioural change, providing the critical link bridging the knowledge and application. At the heart of the methodology is a framework for reflective conversation, ensuring accountability and aligning people to the desired outcomes. Cutting through complex change theory, Making Change Work is a 'how to' guide, providing an end-to-end approach to solve the problem that businesses have grappled with for so long from change projects that don't deliver business impact. It includes real life case studies from organizations such as BMW and the University of NSW Department of Innovation on how organizations are using the framework to create successful outcomes that are not just demonstrated but that are delivered and measurable. It is ideal for any professional who is embarking on any organizational initiative requiring change and evaluation of the subsequent ROI, whether it is a learning initiative, quality initiative or change initiative.