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All profits go to Save the Children. [View total]
For a full review of Learning to Fly and a comparison with Common Knowledge see Roger Greenaway's comparative review
Focusing on the interaction between consultant and client, this volume explains how to achieve the healthy relationship so essential to effective consultation. Whether the adviser is a therapist, social worker, manager or friend, the relationship can be difficult to understand and manage. (amazon.com)
Complexity is the unifying theory of biological and physical phenomena. It holds that at the root of all complex systems lie a few simple rules, taking the notion of chaos (which states that within seemingly chaotic systems are elements of order) a step further by actually identifying these rules. The author sees it as the dominant scientific trend of the 1990s, as scientists from many disciplines come together and begin to discover the underlying similarities in their fields. Intended as an introduction to the theory of complexity, this book reports on conversations held with those at the forefront of developing the theory. There are no formulas, but sophisticated mathematical ideas are presented in the actual words of the scientists who work with them, applying complexity theory to the disciplines of physics, chemistry, biology, psychology, economics, linguistics, anthropology and computer science. The author's previous book, "Bones of Contention", won the Science Book Prize. (amazon.co.uk)
This work helps the reader understand and work with the dynamics of change in a complex system. If the reader recognizes the limitations of traditional organization change facilitation efforts, this book should give new perspectives, tools and techniques for revitalizing organizations. It should also help the reader understand the underlying patterns that drive organizational behaviour and show how to use those insights to work more effectively for organizational transformation. (amazon.com)
THIS PAGE INCLUDES BOOKS ABOUT:
LEARNING ORGANISATIONS |
COMPLEXITY IN ORGANISATIONS |
CHANGE MANAGEMENT |
KNOWLEDGE MANAGEMENT |
ORGANIZATION DEVELOPMENT |
ACTION LEARNING |
PROCESS CONSULTING |
APPRECIATIVE INQUIRY |
Critical Perspectives on a Theory in Progress
Mezirow: "A defining condition of being human is our urgent need to understand and order the meaning of our experience, to integrate it with what we know to avoid the threat of chaos."
Product Description: "Provocative and illuminating, this book is a must read for adult educators seeking to understand and facilitate transformational learning. It showcases a stellar group of authors who not only engage each other and the reader in constructive discourse, but who also model the heart of the transformational learning process." --Sharan B. Merriam, Department of Adult Education, University of Georgia
This volume continues the landmark work begun by Jack Mezirow over twenty years ago--revealing the impact of transformative learning on the theory and practice of adult education. Top scholars and practitioners review the core principles of transformation theory, analyze the process of transformative learning, describe different types of learning and learners, suggest key conditions for socially responsible learning, explore group and organizational learning, and present revelations from the latest research. They also share real-world examples drawn from their own experiences and assess the evolution of transformative learning in practice and philosophy. Learning as Transformation presents an intimate portrait of a powerful learning concept and invites educators, researchers, and scholars to consider the implications of transformative learning in their own professional work. (amazon.com)
Peter Kline, Bernhard Saunders
Explains the benefits of the learning organization and provides practical steps on how to achieve it. The text shows how to apply the technique of integrative learning to the learning organization.
Practical Lessons from One of the World's Leading Knowledge Companies
Chris Collison, Geoff Parcell
Learning to Fly shows exactly how to put theory into practice, sharing the tools used and the experience and insights gained by two leading knowledge management practitioners. In Learning to Fly, Chris Collison and Geoff Parcell share their experiences from BP, one of the world's leading knowledge organisations. It is a practical, pragmatic workbook packed with hints and tips to help managers put knowledge management into action immediately.
Creating Places Where People Love to Work
Work need not be boring; it ought to be fun. Here are real-life case studies and interviews with dozens of leading authors and everyday people that illustrate those Eleven Principles of the Work/Fun Fusion. Plus a behavioural assessment that will tell you how you rate on the "Fun at Work" metre. The primary audience is leaders and managers, but it is written for anyone who works, in any size or type of organization and the principles in the book can be implemented successfully in a wide range of organizations. "How to Put Fun Back Into Your Work" shows how to create an organizational culture that is fun and productive; and create and sustain motivation. It presents an approach to doing business that may do more to help employers retain their best employees than any other approach and helps managers move away from fear-based management models to meaningful relationships with work and coworkers. Examples from real-life companies illustrate the principles of Work/Fun Fusion. (Amazon.co.uk)
A Guide to Positive Behind-the-scenes Management
Offers managers, consultants, and employees alike a practical starter kit that reveals how to identify, manage, and gain value from the below-the surface activities in an organization. Drawing on his worldwide consulting, teaching, and research experience, Gerard Egan shows how to create opportunity and competitive advantage by learning how to manage shadow-side realities. He identifies five interactive categories of behavior that affect both productivity and quality of work life in today's organizations--covert culture, the idiosyncrasies of individuals, the interactions of the organization's social system, institutional politics, and the hidden organization--and details specific skills and strategies for mining economic value from each one.Harness the covert aspects of your organization -- covert culture, individual idiosyncrasies, institutional politics -- for competitive advantage. (Amazon.co.uk)
a Process of Learning and Changing
W. Warner Burke
New to the second edition of this text are two chapters on defining the client and the Burke-Litwin model of organizational development and change. All the other chapters, except for chapter three, have been revised to reflect changes in the field of organizational development. The book presents an overview of organizational development, discusses the organization and the factors which will influence its structure and development in the future, contains a synopsis of each chapter presented to encourage the reader to develop a position and make choices and describes the theories underlying the field and the way OD practitioners typically work.
This book is essential for anyone who needs to understand how organizations work, evolve and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning.
Focusing on learning and organizational politics, the book addresses the key issues of:
Meinolf Dierkes (Editor), Ariane Berthoin Antal (Editor), John Child (Editor), Ikujiro Nonaka (Editor)
In an era of far-reaching changes, organizational learning and knowledge creation are high on the agenda of social scientists, managers, and consultants worldwide as they seek to adapt to new environments. This work provides a comprehensive overview of how the concept of organizational learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full account of the diverse approaches, themes, issues, and debates of the field. The handbook unites a team of international authors, who examine both the central themes and key emerging issues. The coverage extends beyond the American tradition to include the experiences of Europe, Asia, and the Middle East. The book opens with chapters drawing insights from various social science approaches. The following sections examine fundamental issues concerning the external triggers, factors and conditions, agents, and processes of organizational learning. Subsequent chapters review the subject within a global context, looking in particular at processes of interorganizational learning and knowledge transfer.
(Amazon.co.uk) Reviews at Amazon.co.uk
An Experiential Approach
David A. Kolb, Joyce S. Osland, Irwin M. Rubin
For courses in Organizational Behavior, Individual Behavior in Organizations, and Industrial Psychology.
This text conveys the concepts of organizational behavior through experiential learning, using carefully developed group exercises and simulations that have been proven over a period of 30 years. It is designed for professors who want to create a unique, effective, enjoyable learning experience for students.
Synopsis: The first edition of this text was developed at MIT in the late 1960s, at the same time the principles of experience-based learning were first being applied to the teaching of organization psychology. After decades of research and experience, the phenomenon of experiential learning has been accepted as an important and legitimate approach to looking at organizational behavior. Now, more than 30 years in the making, this text has been thoroughly updated and revised to offer the latest theories, observations, and essential experiences in organizational behavior as studied from an experiential approach. This text is focused on exercises, self-analysis techniques, and role-plays to make the insights of behavioral science meaningful and relevant to practicing managers and students. The text is organized into four parts, progressing from a focus on the individual to the group, the organization, and the organization-environment interface. No longer the passive recipient of information, this text turns students into the active creator of their own learning. (Amazon.co.uk)
Building the Helping Relationship
Edgar H. Schein
A new member of the renowned PH OD Series! The latest addition to the author's well-loved set of process consultation books, this new volume builds on the content of the two that precede it while expanding to explore the critical area of the helping relationship. Process Consultation Revisited focuses on the interaction between a consultant and client, and explains how to achieve a healthy helping relationship. Whether the advisor is an OD consultant, therapist, social worker, manager, parent, or friend, the dynamics between advisor and advisee can be difficult to understand and manage. Schein creates a general theory and methodology of helping that will enable a diverse group of readers to navigate the helping process successfully. (amazon.com)
A Gestalt Approach
Edwin C. Nevis
An exposition of the organizational approach developed by Edwin Nevis and his team, which has been applied to organizational settings that range from hospitals to industry and government. The approach is based on the Gestalt model and it emphasizes the role of resistance in change processes.
New Mindsets for Seeing, Organizing and Managing
Synopsis: Gareth Morgan's worldwide reputation in the fields of management and organization studies is based on his innovative method of using everyday metaphors to explain complex behaviour. (amazon.co.uk)
Strategic Choices for Organizations and Society
Outlines a new foundation for theories of change using concepts from psychology, sociology, and anthropology, and new methods of working with ontological and narrative concepts to produce intentional changes in society. Components of the theory include a map of four alternative realities, a guidance (Amazon.co.uk)
Peter M. Senge
Review: Peter Senge, founder of the Centre for Organisational Learning at MIT's Sloan School of Management, experienced an epiphany while meditating one morning back in the fall of 1987. That was the day he first saw the possibilities of a "learning organisation" that used "systems thinking" as the primary tenet of a revolutionary management philosophy. He advanced the concept into this primer, originally released in 1990, written for those interested in integrating his philosophy into their corporate culture.
The Fifth Discipline has turned many readers into true believers; it remains the ideal introduction to Senge's carefully integrated corporate framework, which is structured around "personal mastery", "mental models", "shared vision", and "team learning". Using ideas that originate in fields from science to spirituality, Senge explains why the learning organisation matters, provides an unvarnished summary of his management principles, offers some basic tools for practising it, and shows what it's like to operate under this system. The book's concepts remain stimulating and relevant as ever. (Howard Rothman, Amazon.com)
Robert L. Flood
Workers make the decisions previously made by their bosses * Managerial staff set their own salaries and bonuses * Everyone has access to the company books * No formality - a minimum of meetings, memos and approvals * Internal walls torn down * Shopfloor workers set their own productivity targets and schedules Result - Semco is one of Latin America's fastest-growing companies, acknowledged to be the best in Brazil to work for, and with a waiting list of thousands of applicants hoping to join it. This book offers the chance to learn Ricardo Semler's secrets and let some of the Semco magic rub off on you and your company. (amazon.co.uk)
Learning organizations, where staff are encouraged to learn and develop skills that may not be directly relevant to their particular job, are viewed by many as the model for the successful organization of the future. This manual combines thinking on positive workplace transformation with practical exercises and techniques for bringing about achievable change within organizations of all types. Beginning by offering a critical and comprehensive evaluation of the "learning organization" and workplace learning, the author goes on to explore the basic concepts that enable an individual, team or organization to begin the process of workplace learning transformation. Detailed strategies for bringing about customised change are provided, while the final part of the book provides a toolkit of activities to help readers identify the needs of their organization and construct a workable action plan for creating a learning environment. (amazon.co.uk)
Book Description (extract):
The sixth edition of Europe's best selling Organisational Behaviour textbook builds on the strengths and reputation of previous editions. With its accessible writing style and comprehensive coverage and strong internal layout it has proven to be the text of choice for students of business and management. By presenting a managerial approach to organisational behaviour and demonstrating the application of behavioural science within the workplace the author emphasises the role of management as a core integrating activity. Management and Organisational Behaviour features annually in bestseller lists compiled in The Guardian, The Times, The Bookseller and Management Today.
Mike Pedler, John Burgoyone, Tom Boydell
This text provides tools such as a "Learning Company" questionnaire and updated "glimpses" incorporated into chapters, and offers examples to design and create an organization that is capable of adapting, changing and developing. A new "Reflections" section covers IT, computer networks, OD writers and organizational ecology.
(The Mike Pedler Library)
Mike Pedler, Kath Aspinall
"I found the book full of wise insights, thought-provoking questions and starkly put dilemmas. For people interested in the theory of the learning organisation, and particularly those interested in developing their practice, this book provides many useful route-maps, signposts and warning notices." (Reviewed by David Megginson, Sheffield Business School)
Synopsis: This work, taking as its premise the argument that learning is vital for today's organizations, defines what a "learning organization" is; suggests how a learning organization can learn; offers information on what can go wrong; and shows how to create a learning organization and a "good society". (amazon.co.uk)
Chris Argyris, Donald Schon
Synopsis: This text provides coverage of the three crucial types of organizational learning: single-loop learning, double-loop learning and duetero-learning. The book features examples to help develop effective ways to diagnose and intervene at two levels: organizational and individual.
This text shows how and why so much business advice is flawed, and how managers and executives can better evaluate advice given to their firms. Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to advice, will require creative change. In this work, the author reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. (amazon.co.uk)
David A. Garvin
This manual offers advice to managers who wish to improve their organization's performance by increasing the breadth, depth and speed of learning. It has adaptable examples with analyses of the underlying principles and tasks essential for effective implementation. (Amazon.co.uk)
A Practitioner's Guide
Ian McGill, Liz Beaty
Action learning is a method of learning that takes place in a group - of colleagues or students. It is widely used in a wide number of educational fields, particularly where learning in groups is appropriate. Action learning is established in both higher education and in professional learning and training situations. First published in 1995, this is a guide to using action learning techniques successfully. Written by two leading figures in the field, this revised edition retains the same practical guidebook approach to how action learning works. Key points include being a facilitator of action. (amazon.co.uk)
A Practical Guide
Our daily experiences at work provide us with endless opportunities to learn - which is the principle underlying action learning. If you want to understand the benefits of being part of an AL programme, or would like to set one up but need to know more, then this popular guide could be an ideal place to start. It is both a manifesto for a key approach to management development, and a personal and practical guide for anyone looking for a reliable introduction. This revised edition includes expanded material on set advisers and on putting an effective programme into practice, together with a new chapter on the future of AL.
Action Learning is a method of solving problems in groups and bringing about beneficial change for individuals, teams and organizations. This guide introduces Action Learning and offers advice on how to promote it within an organization. Checklists and questionnaires for activities are included. (amazon.co.uk)
Jo Cumming, Ian Hall
Charles B. Handy
Synopsis: This version of "Understanding Organisations" covers the same topics as the original text but with updated information.
Synopsis: This volume is an anthology of 21 ideas which should change the way people see their world, and help them to organize it better. It contains anecdotes, commentary and questions which challenge the reader and help them apply each idea to their particular situation.
The Hungry Spirit, by esteemed British business guru Charles Handy, is an extraordinarily eloquent and original treatise on the discomfort that many feel as a result of the overriding quest for corporate profit and personal advancement. Offering a carefully considered and compelling alternative vision, the book challenges the status quo on everything from capitalism and organization to goal-setting and morality. With nods to Kant, Keynes, Sartre and Drucker, The Hungry Spirit is not your usual business tome, but that, of course, is part of Handy's plan. (Amazon.co.uk)
Synopsis: An analysis of the author's philosophy of organizations and the individual in a changing social, business and political environment. It shows how materialist capitalism is self-limiting, how efficiency may be the enemy of cohesive society, and examines the false certainties of science and religion.
Synopsis: Following on from "The Age of Unreason", Charles Handy puts forward some radical arguments in this book for the future not only of organizations, but for the individuals who work in them.
Synopsis: A collection of essays on work and organizational life in which the author shares his reflections on a changing world. He advocates compromise as the path to progress, and urges organizations to give more freedom to individual employees, to maintain a balance of commitment and creativity.
Charles A. O'Reilly, Jeffrey Pfeffer
Synopsis: This work argues that how a firm creates and uses talent is far more important than how the firm attracts talent. Detailed case studies of several organizations illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy. The reader is encouraged to discover for themselves how seven different firms maximize talent, why one firm has not fully released the hidden value in its work force, and most importantly, how the winning ones have made it tough for competitors to imitate them. Collectively, the stories reveal a common path to success that places values before strategy; emphasizes implementation over planning and focuses on getting the best out of all employees, not just individual stars. (Amazon.co.uk)
Making Learning Count
Victoria J. Marsick, Karen E. Watkins
Jane McGruder Watkins, Bernard J. Mohr
Book Description: For the past 15 years the authors have worked closely with colleagues to develop the emerging issue of Appreciative Inquiry (AI), a process for fostering positive and strength based change, as a theory and practice that can be used by OD professionals and managers/leaders of organizations, groups and communities. They have seeded the AI process across the globe and are now seeing a continually increasing interest in its use. In the light of 15 years of practice adapting AI to many cultures, types of organizations, and multiple "presenting issues," this is now a proven process that OD consultants, organizational leaders and managers, and the academic community are finding eminently innovative, energizing, and useful.
Synopsis: This title combines theory, an explanation of the reason that Appreciative Inquiry (AI) is transformative, and practical designs for various kinds of AI/OD interventions paired with case studies where the interventions have been used successfully. The book includes a complete explanation of AI from its historical and theoretical roots to its practice and impact in organizations presented in the context of the rapidly changing environment in which we live and work. (amazon.co.uk)
See more books about Appreciative Inquiry
Volume One: Using Appreciative Inquiry to Bring Out the Best in Your Organization
Diana L. Whitney, David L. Cooperrider, Amanda Trosten-Bloom
See more books about Appreciative Inquiry
Francoise Chevalier (Editor), Michael Segalla (Editor)
Everyone has heard of globalization, but what does it really mean? How does it actually affect businesses and their prospects for future development, and how should managers be adapting to take advantage of the new opportunities? This volume explores the meaning of globalization, and provides processes and tools to enable managers and business leaders to transform their business, and gear up for the global future. The book is divided into three parts. The first describes the nature of economic globalization and the way that business is changing. The second part shows how these changes are reflected in the way we think about society, organizations and leadership - and how this new consciousness can be exploited for the benefit of all. The third part presents the tools to achieve the necessary transformation, and includes a number of case studies and examples of what can be achieved. (Amazon.co.uk)
David L. Cooperrider, Jane E. Dutton
THE BEST OF THE ACTIVE REVIEWING GUIDE
The Emerging Science at the Edge of Order and Chaos
A look at the rebellious thinkers who are challenging old ideas with their insights into the ways countless elements of complex systems interact to produce spontaneous order out of confusion.
Life at the Edge of Chaos
A new edition of a seminal book on the theory of Complexity.
Lessons from Complexity Science
Edwin E. Olson (Author), Glenda H. Eoyang (Author), Richard Beckhard, Peter Vaill
Looking for a highly effective alternative to traditional change models?
Finally, an alternative to traditional change models-the science of complex adaptive systems (CAS). The authors explain how, rather than focusing on the macro "strategic" level of the organization system, complexity theory suggests that the most powerful change processes occur at the micro level where relationship, interaction and simple rules shape emerging patterns.
* Details how the emerging paradigm of a CAS affects the role of change agents
* Tells how you can build the requisite skills to function in a CAS
* Provides tips for thriving in that new paradigm "Olson and Eoyang do a superb job of using complexity science to develop numerous methods and tools that practitioners can immediately use to make their organizations more effective."
--Kevin Dooley, Professor of Management and Industrial Engineering, Arizona State University
(Complexity and Emergence in Organizations)
Philip J. Streatfield
Business leaders are expected to be "in control" of the situation in which their businesses find themselves. But how can organizational leaders and managers control matters entirely out of their hands; such as the next action a competitor takes, or the next law a government may pass? In this book, Philip Streatfield reflects on his own experiences as a manager to explore the question of who, or what is "in control" in an organization. Adopting the perspective of complex responsive processes developed in the first two volumes of this series, the author takes self-organization and emergence as central themes in thinking about life in organizations. He focuses on the tension between spontaneously forming patterns of conversation, and intentional actions, arguing that the order of organizations emerges through a combination of collective interaction and individual intentions. The argument is developed by considering the day-to-day experiences of life in a large pharmaceutical organization. (amazon.co.uk)
Learning and Knowledge Creation
Ralph D. Stacey
Since the 1990s, practicing managers and organizational theorists have been drawing attention to the centrality of information and knowledge in economic and social processes, the so-called "knowledge economy". This is reflected in the popularity of notions of learning, sense-making, knowledge creation, knowledge management and intellectual capital in organizations. More recently, attention has been drawn to emotional intelligence as an important management skill in these processes and knowledge creation. This work argues that most of the literature on these matters, and the ways in which most practitioners now talk about them, reflect systems thinking and that its information processing view of knowledge creation is no longer tenable. The purpose of this book is to develop a different perspective, that of Complex Responsive Processes of relating, which draws on the complexity sciences as a source domain for analogies with human action. This alternative perspective places self-organizing interaction, with its intrinsic capacity to produce emergent coherence, at the centre of the knowledge creating process in organizations. Learning and knowledge creation are seen as qualitative processes of power relating that are emotional as well as intellectual, creative as well as destructive, enabling as well as constraining. The result is a radical questioning of the belief that organizational knowledge is essentially codified and centralised. Instead, organizational knowledge is understood to be in the relationships between people in an organization and has to do with the qualities of those relationships.
Synopsis: People in organizations often speak of innovation as if it were the ultimate new idea, one that would finally deliver them from the pressures of competition if they could only make the right choice. Since they believe that innovation is the realization of a rationally chosen goal, it is difficult to explain, even to themselves, why they never reach this promised land, and must keep innovating. From the perspective of rational choice, one can only conclude that failure to identify an innovation in advance is due to incompetence, and this inevitably leads to frustration and anxiety. "Complexity and Innovation in Organizations" takes a different approach. Innovation is shown to be simply a new patterning of our experiences of being together, as new meaning emerging from ordinary, every-day work conversations. Viewed from a complex responsive processes perspective, innovation feels less menacing and becomes a challenging, exciting process of participating with others in the evolution of work. (amazon.co.uk)
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See the latest results for learning organisations at amazon.co.uk (in Books and zShops)
See the latest results for learning organisations at amazon.com (in Books, Magazines and zShops)
For a full review of Learning to Fly and a comparison with Common Knowledge see Roger Greenaway's comparative review
Synopsis: Focusing on the interaction between consultant and client, this volume explains how to achieve the healthy relationship so essential to effective consultation. Whether the adviser is a therapist, social worker, manager or friend, the relationship can be difficult to understand and manage. (amazon.com)
Synopsis: Complexity is the unifying theory of biological and physical phenomena. It holds that at the root of all complex systems lie a few simple rules, taking the notion of chaos (which states that within seemingly chaotic systems are elements of order) a step further by actually identifying these rules. The author sees it as the dominant scientific trend of the 1990s, as scientists from many disciplines come together and begin to discover the underlying similarities in their fields. Intended as an introduction to the theory of complexity, this book reports on conversations held with those at the forefront of developing the theory. There are no formulas, but sophisticated mathematical ideas are presented in the actual words of the scientists who work with them, applying complexity theory to the disciplines of physics, chemistry, biology, psychology, economics, linguistics, anthropology and computer science. The author's previous book, "Bones of Contention", won the Science Book Prize. (amazon.co.uk)
Synopsis: This work helps the reader understand and work with the dynamics of change in a complex system. If the reader recognizes the limitations of traditional organization change facilitation efforts, this book should give new perspectives, tools and techniques for revitalizing organizations. It should also help the reader understand the underlying patterns that drive organizational behaviour and show how to use those insights to work more effectively for organizational transformation. (amazon.com)
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