Relational change :: the art and practice of changing organisations /
This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. --
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
London ; New York :
Bloomsbury Business, an imprint of Bloomsbury Publishing Plc,
2016.
|
| Subjects: | |
| Online Access: | DE-862 DE-863 |
| Summary: | This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- |
| Physical Description: | 1 online resource |
| Bibliography: | Includes bibliographical references and index. |
| ISBN: | 9781472932655 147293265X 9781472932686 1472932684 9781472932662 1472932668 |
Staff View
MARC
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| 100 | 1 | |a Wiggins, Liz, |e author. | |
| 245 | 1 | 0 | |a Relational change : |b the art and practice of changing organisations / |c Liz Wiggins and Harriet Hunter. |
| 264 | 1 | |a London ; |a New York : |b Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, |c 2016. | |
| 300 | |a 1 online resource | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | |a Description based on print version record and CIP data provided by publisher. | ||
| 505 | 0 | |a FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. | |
| 505 | 8 | |a 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. | |
| 505 | 8 | |a Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. | |
| 505 | 8 | |a Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. | |
| 505 | 8 | |a 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. | |
| 520 | |a This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- |c Edited summary from book. | ||
| 650 | 0 | |a Organizational change. |0 http://id.loc.gov/authorities/subjects/sh85095525 | |
| 650 | 0 | |a Organizational behavior. |0 http://id.loc.gov/authorities/subjects/sh85095524 | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 655 | 4 | |a Electronic book. | |
| 700 | 1 | |a Hunter, Harriet, |d 1972- |e author. |1 https://id.oclc.org/worldcat/entity/E39PCjCWgMr7TP3d9w4qqkc773 |0 http://id.loc.gov/authorities/names/n2016057508 | |
| 758 | |i has work: |a Relational change (Text) |1 https://id.oclc.org/worldcat/entity/E39PCFQdH3kmpRXhYFhXDgRc4C |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |a Wiggins, Liz, author. |t Relational change |d London ; New York, NY : Bloomsbury Business, 2016 |z 9781472932679 |w (DLC) 2016035463 |
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|---|---|
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| adam_text | |
| any_adam_object | |
| author | Wiggins, Liz Hunter, Harriet, 1972- |
| author_GND | http://id.loc.gov/authorities/names/n2016057508 |
| author_facet | Wiggins, Liz Hunter, Harriet, 1972- |
| author_role | aut aut |
| author_sort | Wiggins, Liz |
| author_variant | l w lw h h hh |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HM796 |
| callnumber-raw | HM796 |
| callnumber-search | HM796 |
| callnumber-sort | HM 3796 |
| callnumber-subject | HM - Sociology |
| collection | ZDB-4-EBU |
| contents | FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. |
| ctrlnum | (OCoLC)961098752 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| illustrated | Not Illustrated |
| indexdate | 2025-03-18T14:27:58Z |
| institution | BVB |
| isbn | 9781472932655 147293265X 9781472932686 1472932684 9781472932662 1472932668 |
| language | English |
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| publisher | Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, |
| record_format | marc |
| spelling | Wiggins, Liz, author. Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. London ; New York : Bloomsbury Business, an imprint of Bloomsbury Publishing Plc, 2016. 1 online resource text txt rdacontent computer n rdamedia online resource nc rdacarrier Includes bibliographical references and index. Description based on print version record and CIP data provided by publisher. FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. This book explains dynamic new ways discussed are highly relevant for life in organizations today and will apply to your life outside work too. -- Edited summary from book. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast Electronic book. Hunter, Harriet, 1972- author. https://id.oclc.org/worldcat/entity/E39PCjCWgMr7TP3d9w4qqkc773 http://id.loc.gov/authorities/names/n2016057508 has work: Relational change (Text) https://id.oclc.org/worldcat/entity/E39PCFQdH3kmpRXhYFhXDgRc4C https://id.oclc.org/worldcat/ontology/hasWork Print version: Wiggins, Liz, author. Relational change London ; New York, NY : Bloomsbury Business, 2016 9781472932679 (DLC) 2016035463 |
| spellingShingle | Wiggins, Liz Hunter, Harriet, 1972- Relational change : the art and practice of changing organisations / FC; Praise; Half title; Title; Copyright; Contents; Acknowledgements; Introduction; Why did we write this book? A view from the authors; Part I; 1 Seeing organizations differently; A few words of introduction; Frustrations with change and a practical response; The machine metaphor; The organism metaphor; Organizations as complex responsive processes; Change through the lens of complex responsive processes; How seeing organizations differently informs relational change; A postscript for those who like philosophy; Questions for further reflection. 2 Seeing change differently: The art of choosing your approachMultiple perspectives on change; Introducing directive and facilitative approaches to change; Working with polarities; Relational change as art not science; Questions for further reflection; 3 The dynamics of relational change: To push or to pull?; The old rhetoric of engaging others in change; Introducing 'push' and 'pull'; Creating dialogue or allowing debate; Creating zones of safe uncertainty; A word about theories and models; Questions for further reflection; 4 Organizational agility: Working well with politics. Why are politics inevitable in organizations?Introducing the front stage and back stage; Reframing politics as organizational agility; Who you need to influence and how: Stakeholder mapping; Understanding your own -- and others' -- political style; Politics is neutral: It's all about your intent; Questions for further reflection; 5 Symbolic acts and small gestures: Recognizing and shifting power dynamics; Understanding the way power is constructed; Understanding your own sources of power; Analysing your own sources of power in relation to different people. Shifting and moderating power through small gesturesEmbedded power; Understanding culture in more detail; The power of numbers; Questions for further reflection; 6 Recognizing and working well with emotions; The role of emotions in change; Understanding your own Personal Drivers; The change curve -- the emotions evoked by loss; Practical actions to mitigate the risks of ignoring emotions; Working with transitions; Recognizing how you might feel as the leader of change; Changing the mood -- a brief introduction to Appreciative Inquiry; Questions for further reflection. 7 Re-imagining meetings: How to encourage dialogue and thinking togetherThe choices that make the difference; Designing the day; More detail on useful group exercises; Questions for further reflection; 8 Working well with people 'in the moment'; The core skills of listening, presence and suspending; Understanding more about own default settings; Transactional Analysis (TA); Responses to conflict; From difficult conversations to honest conversations; In the moment in meetings and group situations; What's going on with the group? A beginner's guide to group dynamics; In summary. Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85095525 http://id.loc.gov/authorities/subjects/sh85095524 |
| title | Relational change : the art and practice of changing organisations / |
| title_auth | Relational change : the art and practice of changing organisations / |
| title_exact_search | Relational change : the art and practice of changing organisations / |
| title_full | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_fullStr | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_full_unstemmed | Relational change : the art and practice of changing organisations / Liz Wiggins and Harriet Hunter. |
| title_short | Relational change : |
| title_sort | relational change the art and practice of changing organisations |
| title_sub | the art and practice of changing organisations / |
| topic | Organizational change. http://id.loc.gov/authorities/subjects/sh85095525 Organizational behavior. http://id.loc.gov/authorities/subjects/sh85095524 Changement organisationnel. Comportement organisationnel. Organizational behavior fast Organizational change fast |
| topic_facet | Organizational change. Organizational behavior. Changement organisationnel. Comportement organisationnel. Organizational behavior Organizational change Electronic book. |
| work_keys_str_mv | AT wigginsliz relationalchangetheartandpracticeofchangingorganisations AT hunterharriet relationalchangetheartandpracticeofchangingorganisations |