Description
Book SynopsisPreparing for High Impact Change: Experiential Learning and Practice provides an overview of change processes for teaching, facilitating, and coping with change. Tested high-impact exercises in the book will prepare change leaders at all organizational levels to deal with the myriad of challenges inherent in the process of organizational change.
Effective organizational change involves a combination of understanding, learning and unlearning, and practiced behaviour as part of the underlying conceptualization, formulation, and implementation processes. The book presents a series of exercises that promote self-learning and developing readiness for change, from preparing people for change, understanding and managing resistance, and coping with change-related obstacles to seeking buy-in for the change. Emphasis throughout the book is placed on developing change-related competencies.
This book is a resource for understanding aspects of change, from theory to practice, for consultants, educators, students and practitioners such as corporate training and development personnel.
Trade Review'The field of organization development and change has been needing a book like this one for a long time, that is, having at your fingertips a practical array of hands-on exercises and interventions that clearly facilitate the hard work of changing organizations. Grounded in the fundamentals of organization change and development concepts and their applications, this book is indispensable for those responsible for organization change and development.' --W. Warner Burke, Columbia University, US
Table of ContentsContents: Introduction 1. Preparing for High Impact Change: The Critical Role of Experiential Learning and Practice Anthony F. Buono, Susan M. Adams, and Gavin M. Schwarz Part I Experiential Learning as a Pedagogical Tool: Getting Started 2. The Competencies of Successful Scholar-Practitioners Ramkrishnan (Ram) V. Tenkasi, George W. Hay, and Eric J. Sanders 3. Using Icebreaker Exercises: Futility and Possibility–Assessing Reactions to Organizational Change Anthony F. Buono 4. Teaching Theory Experientially Robert J. Marshak Part II Self-Learning and Beyond through Change Exercises 5. Increasing Manager’s Self-awareness through Story-telling and Mask Making Philip H. Mirvis 6. Exploring Reactions to Change: A Card Game Simulation Susan M. Adams 7. From Both Sides to All Sides: Creating Common Ground Where There’s Been None Before Matt Minahan 8. Eliciting Group Affect and Emotive Tone: The Mads, Glads and Sads Exercise Michael R. Manning and Melissa Norcross Part III Communicating Change 9. Symbols: Creating Meaning from the Change Message Richard Dunford 10. The Ball Game: Teaching Organizational Change and Communication Cynthia A. Martinez Part IV The Human Side of Change: Strategy, Culture, and Change Recipients 11. Applying Lewin’s Force Field Theory to Facilitate SWOT Analysis: An Effective and Efficient Approach Mary M. Nash, Michael R. Manning, and E. John Heiser 12. Diminishing Resources: Building Strategy for Change Ann E. Feyerherm 13. Exploring the Dynamics of Organizational Culture and Change: Developing Skills and Strategies to Navigate Change in a Complex World David W. Jamieson, Jackie M. Milbrandt, and Nicole M. Zwieg Daly 14. Building Exhange Relations And Brokerage Positions within Groups Keith Hunter 15. UGH! Generational Conflict amidst a Change Effort Therese F. Yaeger Part V The Experiential Exercise End Game: End Point Engagement 16. Debriefing Change Exercises: End-point Engagement Gary Wagenheim 17. Facilitating Focused Debriefing: Connecting Experience with Theory and Reflection—The Three-Part Journal Anthony F. Buono 18. Afterword: The Change Game—Moving from Toolkits to “That Was Great!” Susan M. Adams, Gavin M. Schwarz, and Anthony F. Buono Index
