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You Don't Have to Do it Alone
"Most people in organizations tend to manage projects either as realists or humanists. You Don't Have to Do It Alone brings together the practical view of the realist and the people-oriented view of the humanist, combining the best of both approaches into one role: the 'Pragmatic Involver.' Covering everything from solving a nagging long-term problem at work that could save a company millions of dollars, to launching a community movement to improve local schools, the book shows how involving others in a project while maintaining one's focus on the nuts-and-bolts details can make big things happen. Using the authors' six major questions--each of which is explored in detail--You Don't Have to Do It Alone shows how success can be attained in a project on any scale, from redesigning a manufacturing process at a paper mill to creating an effective youth center"--Publisher's description.
You Don't Have to Do It Alone
We all need to involve others to accomplish tasks and achieve our goals, but all too often involving others seems like more trouble than it's worth. You Don't Have to Do It Alone Alone is the Swiss Army Knife of involvement—a set of tools that can be used in any setting to get you the help you need. The authors lay out a simple, straightforward plan for involving others to get things done, detailing a practical five-step involvement process that begins with five key questions: What kind of involvement is needed? How do I know who to include? How do I invite people to become involved? How do I keep people involved? How do I finish the job? The answers to these questions serve as a guide to finding the right people and keeping them energized, enthusiastic, and committed until the work is completed. Real life examples from corporations, government, and nonprofits illustrate the process in action. You'll learn to involve others in a way that will actually make your work easier, resulting in less stress, better ideas, and more successful outcomes.
The Change Handbook
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.
Let's Stop Meeting Like This
Ugh—meetings. They're where productivity goes to die, right? There has to be a better way. According to leading consultants Dick and Emily Axelrod, there is. Using the same principles that make video games so engaging and that transformed the numbing assembly line into the dynamic shop floor, the Axelrods outline a flexible and adaptable system used to run truly productive meetings in all kinds of organizations—meetings where people create concrete plans, accomplish tasks, build connections, and move projects forward. They show how to design every aspect of a meeting—from the way you greet people at the beginning to how you sum up at the end—so that real work actually gets done. Those who have adopted this system will never go back. Neither will you.
The World Café
The World Cafe is a flexible, easy-to-use process for fostering collaborative dialogue, sharing mutual knowledge, and discovering new opportunities for action. Based on living systems thinking, this innovative approach creates dynamic networks of conversation that can catalyze an organization or community's own collective intelligence around its most important questions. Filled with stories of actual Cafe dialogues in business, education, government, and community organizations across the globe, this uniquely crafted book demonstrates how the World Cafe can be adapted to any setting or culture. Examples from such varied organizations as Hewlett-Packard, American Society for Quality, the nation of Singapore, the University of Texas, and many others, demonstrate the process in action. Along with its seven core design principles, The World Cafe offers practical tips for hosting "conversations that matter" in groups of any size- strengthening both personal relationships and people's capacity to shape the future together.
Terms of Engagement
Building engagement is crucial for every organization. But the traditional top-down coercive change management paradigm—in which leaders “light a fire” under employees—actually discourages engagement. Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone—not just select committees or working groups—enthusiastically committed to organizational transformation. This revised edition features new interviews—everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk—and new neuroscience findings that support Axelrod's model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
The Manager's Pocket Guide to Organizational Learning
Today's organizations are in the learning business. Employees must take in a constant supply of new information and apply it to their work regardless of their position.
The Handbook of Large Group Methods
Large Group Interventions are methods used to gather a whole system together to discuss and take action on the target agenda. That agenda varies from future plans, products, and services, to redesigning work, to discussion of troubling issues and problems. The Handbook of Large Group Methods takes the next step in demonstrating through a series of cases how Large Group Methods are currently being used to address twenty-first-century challenges in organizations and communities today, including: Working with widely dispersed organizations, and the problem of involvement and participation Working with organizations facing a serious business crisis Working with organizations in polarized and politicized environments Working in community settings with diverse interest groups Working at the global level and adapting these methods for cross-cultural use Embedding and sustaining new patterns of working together in organizations and communities
Organization Development
Organization Development: The Process of Leading Organizational Change offers a comprehensive look at individual, team, and organizational change, covering classic and contemporary organization development (OD) techniques. Bestselling author Donald L. Anderson provides students with the organization development tools they need to succeed in today’s challenging environment defined by globalization, rapidly changing technologies, economic pressures, and evolving workforce expectations. The new Fifth Edition has been updated to reflect the latest research. New "Profiles in OD" highlight a variety of practitioners and researchers. New cases, examples, and a new chapter on organization design and culture interventions provide readers with the latest information on OD best practices.
