Description
Book SynopsisAbout our authors
Dr. Gene E. Hall earned his Ph.D. from Syracuse University and launched his academic career with 18 years as a faculty member and project director with the national R&D Center for Teacher Education at The University of Texas at Austin. Since then, he has been a Professor of Educational Leadership at the University of Florida, Northern Colorado, and UNLV. He twice has served as the Dean of a College of Education. Dr. Hall's main line of research has been related to the change process in organizational settings. He is the lead architect of the Concerns Based Adoption Model (CBAM), which places heavy emphasis on understanding and facilitating the personal side of change. This model and the related research and training programs have been tested and applied in many types of organizations including schools, business, government, and the military. The work also is widely studied and applied in other countries including Australia, Belgium, Canada
Table of Contents
Brief Contents Part I: Two Basics of Implementing Change: Assumptions & Interventions
- What Key Patterns and Lessons Have We Learned About Implementing Change: Change Principles
- What Actions and Events Are Key to Facilitating Change Processes: Interventions
Part II: The Three Diagnostic Dimensions for Assessing Change: Concerns, Using, and Fidelity
- What is "It?": Innovation Configurations
- How Can the Different Feelings and Perceptions About Change Be Understood and Addressed: Stages of Concern
- How Do Behavioral Profiles Evolve as Implementers Progress from Not Using to Expert: Levels of Use
Part III: Leading Change Across the Organization
- How Do Leaders Make a Difference in Implementing Changes: Change Facilitator Style
- How Can the Organization’s Culture Support Implementing Changes: A Culture of Continuous Improvement
- What is a Part of the Change Process That Is Not Controlled by the Leaders or the Followers: Intervention Mushrooms
Part IV: Different Perspectives for Understanding the Big Picture of Change: Systems, Diffusion, and Organization Development
- How Can Understanding the Interconnections of Parts that Make a Whole Affect the Success of Change Efforts: Systems Thinking
- How Do Communication Activities and Change Agents Affect the Change Process: The Diffusion Perspective
- In What Ways Can Team Member Skills and Process Consultants Affect Implementation: Organization Development (OD)
Part V: Combining Views: Perspectives, Constructs, Tools, Applications, and Implications
- How Can Change Science Constructs Be Combined to Understand, Assess, and Lead Efforts to Implement Change: Data-Based and Conceptual Examples
Appendix A: Example Interventions for Each Stage of Concern Appendix B: The One-Legged Interview (OLI) Appendix C: Stages of Concern Questionnaire (SoCQ) (Form 075) Appendix D: Stages of Concern Questionnaire (SoCQ)Scoring Device Appendix E: Levels of Use of the Innovation (Operational Definitions) Appendix F: Six Dimensions of Change Facilitator Style Appendix G: Change Facilitator Style Questionnaire (CFSQ) Appendix H: Change Facilitator Style Questionnaire (CFSQ) Scoring Device Appendix I: Poisonous Mushroom: The Poltergeist and the Missing Tables
