Giving a fascinating insight into the world of change and transition, this radical book, aimed at both organizational change practitioners and academics, tackles the fundamental question ‘what is change?’ The answers it seeks will significantly improve attempts to manage change more effectively. Innovative and absorbing, it charts a journey through a range of subjects including complexity science, nuclear physics, climatology, chemistry and chaos theory examining the change phenomena and the lessons it has to offer organizational and system thinkers. Key features include: * a review of the organisational change literature * an introduction to systems thinking * a change framework built up from key change building blocks * examples of change dynamics from the natural and physical sciences, and how they apply to our understanding of change within organisations * numerous summary tables and illustrative graphics This book, the first devoted entirely to exploring what change is as a phenomenon, has a uniquely rigorous scientific approach. It will be a valuable resource for students and professionals alike in the field of business and organizational change.

This handbook focuses on the complex processes and problems of organizational change and relates current knowledge of individual and group psychology to the understanding of the dynamics of change. Complementary and competing insights are presented as overviews of theory and research Offers helpful insights about choosing models and methods in specific situations Chapters by international authors of the highest quality

Introducing the principles of complexity science, this innovative text illustrates how different kinds of organizational can become more effective, democratic and sustainable by using these powerful ideas.

This action-oriented book presents the revolutionary J Curve model, which tracks people's performance, thoughts, and emotions at each of the five stages of the change process, from resistance through positive acceptance-key knowledge you need to lead your team and speed implementation. Used by leading companies such as IBM, Chevron, Toyota-Lexus, and 3M, the J Curve gives you proven tactics and tools for quickly getting employees to a positive stage on the curve. In this groundbreaking book, Jellison introduces a new approach to change-Activation. Communication and persuasion aren't enough to help people overcome their doubts and anxieties. You'll put these Activation techniques to work immediately as you learn how to Communicate at ground level-breaking change down into doable steps so people can achieve the goal Front-load rewards-motivating people to persist through the most difficult phases of change Create accountability-linking performance to larger organizational goals Personalize praise-tailoring approval to individuals to motivate higher levels of performance Managing the Dynamics of Change presents an innovative method for getting employees to quickly commit to change efforts and simultaneously ramp up their performance. Drawing upon his extensive field research and consulting experience with Fortune 500 companies, Jerald Jellison, Ph.D. reveals how effective change occurs and shows you how to manage your employees' reaction to change, engage your team's emotions and actions, and move employees up the curve as fast as possible.

Often, organizations have difficulties in recognizing the need to change. Nicole Zimmermann investigates the barriers to, but also in particular the drivers of organizational change. From the case-specific as well as from a generic study, a structural model results that is able to explain how environmental and cognitive drivers, inertia and managerial attention interact.

The Persian Gulf has come to represent one of the most strategically significant waterways of the world. In terms of geography, geopolitics, resources, global political economy, and regional influence, the Gulf is perhaps home to the world’s most significant group of countries. Focusing on the complexities of the interplay between domestic-level changes and region-wide interactions, this book presents the reader with the first comprehensive survey of the dynamics of change in this crucial area. Systemic-oriented in its approach, the impact of war and revolution on the countries of the sub-region is discussed, and the ways in which these factors have shaped the security dilemmas and responses of the Gulf States is also explored. The role of oil is examined in terms of the impact of its income on these states and societies, and the manner in which oil has shaped the integration of these states into the global system. Oil has shrunk developmental time in these countries, and has accelerated generational shift. At the same time, it has created the dialectical relationship which now characterizes the difficult balance between prosperity and instability which is at the heart of the sub-region. Casting new light on the workings of a strategically significant part of the international system, this book will be an essential resource for students and scholars of international relations, international security and Middle Eastern politics.

This book focuses on the hallmark or approaches of the Tavistock Institute—combining research in the social sciences with professional practice in organisational and social change. It shows how consultant and client system are partners in the process of organisational analysis and design.

These essays examine changes in Israel's political, social and economic institutions, and describe how Israeli culture and institutions are resisting convergence. They are in four categories: political institutions and organizations; political economy; ethnicity and religion; and public policy.

This quantitative study uses the history of Stanford University to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning.