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Written for therapists, Co-Creating Change shows what to do to help "stuck" patients (those who resist the therapy process) let go of their resistance and self-defeating behaviors and willingly co-create a relationship for change instead. Co-Creating Change includes clinical vignettes that illustrate hundreds of therapeutic impasses taken from actual sessions, showing how to understand patients and how to intervene effectively. The book provides clear, systematic steps for assessing patients' needs and intervening to develop an effective relationship for change. Co-Creating Change presents an integrative theory that uses elements of behavior therapy, cognitive therapy, emotion-focused therapy, psychoanalysis, and mindfulness. This empirically validated treatment is effective with a wide range of patients.
This book evolved from the First International Meeting of the Experiential Dynamic Psychotherapy Association on intensive short-term dynamic psychotherapy. It will help readers to make use of the conscious working alliance with the patient to increase the unconscious part of the working alliance.
Organizational Change integrates major empirical, theoretical and conceptual approaches to implementing communication in organizational settings. Laurie Lewis ties together the disparate literatures in management, education, organizational sociology, and communication to explore how the practices and processes of communication work in real-world cases of change implementation. Gives a bold and comprehensive overview of communication research and ideas on change and those who bring it about Fills in an important piece of the applied communication puzzle as it relates to organizations Illustrated with student friendly, real life case studies from organizations, including organizational mergers, governmental or nonprofit policy or procedural implementation, or technological innovation Winner of the 2011 Organizational Communication NCA Division Book of the Year
"In The Lies We Tell Ourselves, psychotherapist Jon Frederickson reveals the ways we fool ourselves and how to get unstuck. Through dozens of stories and examples, he demonstrates that the apparent cause of our problems is almost never the real cause. In addition, he reveals what we really fear and how to face it. In the spirit of Stephen Grosz and Irving Yalom, Frederickson shows how to recognize the lies we tell ourselves and face the truths we have avoided--and stop saying yes when we really mean no."--Amazon.com.
In response to the call for actionable and collaborative solutions-oriented research for sustainability, this collection of essays provides insights into the multi-layered challenges that underlie this fast-emerging field. It offers the reader a deeper understanding of the myriad local avenues where knowledge is co-produced to meet the grand challenge of our times—‘transformation to sustainability’. Situated within a wide variety of research settings in the global North and South, the contributions here variously probe how actionable science emerges (or fails to emerge) in this process. From diverse perspectives, they ruminate on various research practice topics, including how to reconcile scientific understanding with normative action, how to acknowledge and integrate participant knowledge in research, and how to handle potential negative impacts of actionable science. In examining these rarely reflected-upon questions, the book provides valuable, empirically-based insights into research practice, and will be useful for scholars and educators working with transdisciplinary research design and practice.
Emotion-focused therapy (EFT) views clinical disorders as, at base, emotional disorders. Case formulation in EFT represents an organizing framework and a map to help therapists specifically address these emotional problems. This book presents a detailed, concrete, step-by-step process for constructing an emotion-focused case formulation, ready for use with clients. EFT case formulation focuses on the client's narrative content (the stories they tell) as well as emotional processing (how the client feels). By attending to the interaction between these two things and paying particular attention to the painful emotion underlying the presenting problem, therapists can make moment-to-moment decisions about how to proceed in therapy. As a result, clients change maladaptive emotions and create more adaptive meaning of events and feelings. The chapters present each stage of case formulation in depth, followed by case examples that apply the case formulation method to a cross-section of clinical disorders, including depression, anxiety, trauma, and eating disorders.
The importance of a strong evidence-base is widely recognised in contemporary health, social care and education practice, meaning that there is a real need for research which can be quickly and easily translated into real world situations. Research co-produced by practitioners and academics from early stages to end results can draw on each party’s knowledge and experience, in order to create high quality evidence that is relevant and appropriate to practice needs. This guide introduces the basics of co-producing research, looking at the evidence for co-produced research and outlining its theoretical underpinnings, as well as discussing barriers and facilitators to consider. It includes a practitioner perspective and an academic perspective on the benefits and challenges of co-produced research. The substantive chapters are each co-written by an academic and practitioner team and give examples of work carried out – and lessons learned – in public health, education and criminal justice settings. Key learning points are included throughout and drawn together to comprise a toolkit at the end of the book. This book teaches academics and practitioners more about how they can find practical evidence-based answers to complex questions.
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that's built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems - the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort - but if it is overcome, change can come quickly. In Switch, the Heaths show how everyday people - employees and managers, parents and nurses - have united both minds and, as a result, achieved dramatic results: • The lowly medical interns who managed to defeat an entrenched, decades-old medical practice that was endangering patients • The home-organizing guru who developed a simple technique for overcoming the dread of housekeeping • The manager who transformed a lackadaisical customer-support team into service zealots by removing a standard tool of customer service In a compelling, story-driven narrative, the Heaths bring together decades of counterintuitive research in psychology, sociology, and other fields to shed new light on how we can effect transformative change. Switch shows that successful changes follow a pattern, a pattern you can use to make the changes that matter to you, whether your interest is in changing the world or changing your waistline.
This open access book attends to the co-creation of digital public services for ageing societies. Increasingly public services are provided in digital form; their uptake however remains well below expectations. In particular, amongst older adults the need for public services is high, while at the same time the uptake of digital services is lower than the population average. One of the reasons is that many digital public services (or e-services) do not respond well to the life worlds, use contexts and use practices of its target audiences. This book argues that when older adults are involved in the process of identifying, conceptualising, and designing digital public services, these services become more relevant and meaningful. The book describes and compares three co-creation projects that were conducted in two European cities, Bremen and Zaragoza, as part of a larger EU-funded innovation project. The first part of the book traces the origins of co-creation to three distinct domains, in which co-creation has become an equally important approach with different understandings of what it is and entails: (1) the co-production of public services, (2) the co-design of information systems and (3) the civic use of open data. The second part of the book analyses how decisions about a co-creation project’s governance structure, its scope of action, its choice of methods, its alignment with strategic policies and its embedding in existing public information infrastructures impact on the process and its results. The final part of the book identifies key challenges to co-creation and provides a more general assessment of what co-creation may achieve, where the most promising areas of application may be and where it probably does not match with the contingent requirements of digital public services. Contributing to current discourses on digital citizenship in ageing societies and user-centric design, this book is useful for researchers and practitioners interested in co-creation, public sector innovation, open government, ageing and digital technologies, citizen engagement and civic participation in socio-technical innovation.