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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
Strategic Reframing
This book provides clear information and guidance on how to do scenario planning to support strategy and public policy. The book describes the Oxford Scenario Planning Approach (OSPA), an intellectually rigorous and practical methodolgy.
Handbook for Strategic HR - Section 5
Employee engagement makes a difference. HR professionals know this intuitively and so do leaders. They want employees to care about their work and actively engage with the job and the organization. But now we know that employee engagement is not just something that makes intuitive sense. It also reaps financial rewards. This section provides case studies, hard data about what is effective, and proven techniques for increasing employee engagement in the important work of the organization in order to boost productivity, quality, and commitment.
Handbook for Strategic HR - Section 6
The pace of change is increasing and shows no signs of slowing down. This section brings you the best thinking from forty years of the OD Practitioner journal on:- The different kinds of change and what's needed to achieve each one.- What you must do to see change initiatives through to completion.- The enablers that must be in place for change to succeed.- Examining change from the change recipient’s point of view.- How to establish internal change agents who can help advocate for the change at ground-level.- Lessons on how to engage in change outside Western societies.- How to handle resistance to change.
Handbook for Strategic HR - Section 2
The role of the HR professional has shifted from personnel administrator to business adviser, which includes consulting and partnering with the organization’s leadership and other service providers. This section will help you learn what core skills are needed for consulting; how to develop partner relationships to support innovation and change; how to work with clients in a consultative mode; and how to deal with the challenges of being an internal consultant.
Handbook for Strategic HR - Section 7
Organizations are globalizing at a frenetic rate. The world is becoming more connected each year and each generation of technology speeds up this process. What once took weeks and then days to share now can be done in minutes. This section will help you understand the dynamics of culture and diverse values in a global environment; how to manage across both virtual and physical borders; and how to sustain the performance and engagement of multi-ethnic, multifaceted employees. Also included are important insights on working in a global office space; how to use technology; how to collaborate effectively in global organizations; and “lessons learned” about cross-cultural values and leadership.
Handbook for Strategic HR - Section 4
Thinking systemically and strategically means moving beyond a focus on the individual to understand the larger organizational and environmental systems and how the dynamics of those systems impact work performance and the readiness for change. This section will explain how certain problems recur and are often made worse by quick solutions; how one decision can impact many people and set in motion a situation that can create numerous unexpected outcomes for the organization; and how to decide where best to begin fostering change—with individuals, groups, departments, the organization (policies, practices, culture, etc.), or the external market/community relationship.
Handbook for Strategic HR - Section 3
“Use of self” is what Organizational Development practitioners call the complex set of awareness and behaviors that make it possible to be genuinely helpful to others. Effective use of self is essential for influencing change in an organization. This section will help you understand how your assumptions influence your behavior and your perception of others; how to counter covert dynamics in the workplace that undermine productivity; how to encourage ethical leadership; how to foster inclusion; and how to continually learn about greater self-awareness and better working relationships with colleagues.
Handbook for Strategic HR
This forward-thinking book introduces HR leaders to core organization development strategies and skills--providing creative approaches, practical tips, and proven methods to help them succeed. Since the 1990s, a transformation has occurred within the role of human resources departments. HR professionals are being called upon to help determine priorities in running the business, craft organizational development strategies, and shape the culture within their company. Through a compendium of the best thinking on the subject, you’ll learn how to strategically: identify where best to foster change in the organization, team up with consultants and senior-level staff in leading a change project, improve employee engagement, include others in the important work of the organization, and operate effectively in cross-cultural and virtual working situations. Comprehensive and practical, Handbook for Strategic HR includes 78 articles that will enable you see the big picture roles and responsibilities of human resource professionals today. Best of all, this book is approved for HRCI Recertification Credit--helping you to advance your career in numerous tangible ways.
First Person Squared
Throughout the book, Day and Eodice interrupt themselves with reflections on their presuppositions about their research, and on their own processes and challenges in writing this book. (First Person)[superscript 2] is a well-centered volume that is disciplined and restrained in its research but is also layered and multivocal in presentation, and ends with some provocative conclusions."--Jacket.
