This book offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.
With the move away from reliance on expert evidence in the court arena there is a need to provide practitioners in the social care and legal professions with a framework for formulating how the child's best interests can be met within their timescales and whether capacity to change is likely.
Pressures for transformational change have become a regular feature of most fields of human endeavour. Master-thinkers and visionaries alike have reframed existing divisions as connecting relationships, bringing together as dynamic systems the supposed opposites of parts and wholes, stability and change, individuals and society, and rational and creative thinking. This reframing of opposites as interconnected wholes has led to realisation of the power of a collective mind. This book offers ways and means of creating the synergies that are crucial in influencing a desired transformational change towards a just and sustainable future. It describes how and why our current decision-making on any complex issue is marked by clashes between the different interests involved. More optimistically, the book pursues a mode of thinking that brings together government, specialised and community interests at the local, regional and personal scales in a collective transformation process. Practical examples signal the emergence of a new knowledge tradition that promises to be as powerful as the scientific enlightenment. Written in accessible language, this book will be insightful reading for anyone struggling with transformational change, especially researchers, students and professionals in the fields of administration, governance, environmental management, international development, politics, public health, public law, sociology, and community development
It is about doing more than coping with change. It is about developing the capacity to survive and then thrive during the turbulence of change which confront us personally, professionally, and as organizations. This is more than a how-to book although it offers 10 tools and worksheets to help individuals, teams and organizations prepare for and excel through change. -- Not just a how-to book, Leading the Edge of Change summarizes key elements of the widely used models of change styles to illustrate personal responses to change. -- It applies the Herrmann Whole Brain Model to lay a framework for teamwork, leadership and communication. -- Through the eyes and experiences of one employee, this book weaves personal experiences of the central character's growth as a leader of tremendous change into topics covering the nature of change, responses to change, building resilience, leadership, teamwork, project and action planning, and communication. -- The book is beautifully packaged with an eye-catching four-color cover. -- A great gift for members of change leadership teams as well as people in organizations targeted for change.
Robust organizational capacity is a company s potential to apply its skills and resources to accomplish goals and exceed stakeholders expectations. This book provides readers with the ability to diagnose both the drivers of change in their organization and the type of change response needed. In addition to the traditional tangible dimension of change, it presents a framework to leverage the cultural and personal dimensions of change to sustain successful change initiatives. As well, it presents an organizational capability self-assessment process to derive the maximum return on change efforts and investments. CEOs and executives will benefit from the ability to link demands for change to organizational capabilities in strategic initiatives.
"Based on a proven, workplace-tested process developed by the author for major companies, Making Change Happen One Person at a Time also equips you to appraise the readiness of your whole organization or department to support the change effort.
The Third Assessment Report of the Intergovernmental Panel on Climate Change (IPCC) has presented strong evidence that human-induced climate change is occurring and that all countries of the world will be affected and need to adapt to impacts. The IPCC points out that many developing countries are particularly vulnerable because of their relatively low adaptive capacity. Therefore it is seen as a development priority to help these countries enhance their adaptive capacity to climate change.The Potsdam Institute for Climate Impact Research and Stratus Consulting organized a workshop in the fall of 2001 to develop an agenda for research on how best to enhance the capacity of developing countries to adapt to climate change. This research agenda is relevant for governments and institutions that wish to support developing countries in adapting to climate change. The workshop brought together experts from developing and industrialized countries, non-governmental organizations, and multilateral and bilateral donor organizations to discuss a number of important topics related to adaptation, adaptive capacity and sustainable development. A dozen papers were commissioned to cover these topics, both from a theoretical perspective and in the form of national case studies. The papers form the basis for this important book, which presents the latest interdisciplinary knowledge about the nature and components of adaptive capacity and how it may be strengthened./a
Originally developed to help students overcome learning obstacles created by emotional trauma or neurobiological learning disabilities, Reuven Feuersteins work is now used in major cities around the world to support improved thinking and learning by all students. This book is the most up-to-date summary of his thinking and includes accessible descriptions of his tools and methods for cognitive modifiablilty and mediated learning. With dramatic case studies throughout the text, Feuerstein and his co-authors define intelligence as a dynamic force that drives the human organism to change the structure of thinking in order to answer the needs it encounters. They describe in detail the specific skills of the three stages of thinking: input or observation and data-gathering stage; development or processing stage; and output stage, including analysis, synthesis, and communication. They show how student thinking can stall in multiple ways at any of these stages and how intentional mediation can help students restructure their thinking and improve their ability to learn. Similarly to cognitive mediated learning, the authors address mediation of social and emotional skills that impact learning.
Rapid Results! shows how to make large-scale changes succeed by using 100-day results-producing projects to develop this vital implementation capability. Written by Robert H. Schaffer, Ronald N. Ashkenas, and their associates—leaders in the field of change management—Rapid Results! describes an approach that has been field-tested by real organizations of every size and description to improve performance and speed the pace of change. Rapid results projects produce results quickly, introduce new work patterns, and enable participants to learn a variety of lessons about managing change. Step by step, the book describes how the use of rapid-cycle, or 100-day, projects will multiply your organization's power to succeed at large-scale change. Schaffer and Ashkenas specifically outline the concept behind 100-day projects and show you how to Set up the architecture to implement rapid results projects Improve operational performance and also attain hard results in the soft areas of management Build rapid results into major organizational change such as reorganization, acquisition integration, and international development Use rapid results to drive leadership development and culture change
The Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH possesses over 30 years of experience in managing cooperation worldwide. It has now consolidated its comprehensive expertise by publishing this book. The management model Capacity WORKS is designed for everyone actually involved in cooperation: managers, executives, consultants and advisors in business, governance, public administration and the nonprofit sector. It provides a full introduction to the challenges of successful cooperation management, and supplies practitioners with tried and tested approaches. Five success factors (strategy, cooperation, steering structure, processes, and learning & innovation) delineate the various facets that help focus on the objectives and results of complex cooperation systems. The conceptual framework underlying the success factors is clearly set out, and the success factors are supplemented by an extensive toolbox to support practitioners working in these five areas. At the same time the manual gives readers a broad insight into the world of cooperation management for sustainable development. It includes numerous practical examples, proven contexts of application and glimpses into the work of international cooperation.
