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Designing for collaboration : don't just focus on the team, focus also on the context in which teams work
Scott, Brenda A. Barker; Manning, Michael R. - In: Research in organizational change and development 29 (2021), pp. 173-199
Persistent link: https://www.econbiz.de/10013286506
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Melting the glacier: activating neural mechanisms to create rapid large-scale organizational change
Tobey, David H.; Manning, Michael R. - In: Research in organizational change and development : an … 17 (2009), pp. 175-209
Persistent link: https://www.econbiz.de/10003855188
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Divergent thinking and brainstorming in perspective : implications for organization change and innovation
Kalargiros, Emmanuel M.; Manning, Michael R. - In: Research in organizational change and development : an … 23 (2015), pp. 293-327
Persistent link: https://www.econbiz.de/10011337214
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Organization identity : its role in organization change
Brown, Shannon; Manning, Michael R.; Ludema, James D. - In: Research in organizational change and development : an … 24 (2016), pp. 145-183
Persistent link: https://www.econbiz.de/10011532938
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Eliciting group affect and emotive tone : the Mads, Glads, and Sads exercise
Manning, Michael R.; Norcross, Melissa - In: Preparing for high impact organizational change : …, (pp. 98-109). 2019
Persistent link: https://www.econbiz.de/10012101642
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Applying Lewin's Force Field Theory to facilitate SWOT analysis : an effective and efficient approach
Nash, Mary M.; Manning, Michael R.; Heiser, E. John - In: Preparing for high impact organizational change : …, (pp. 140-149). 2019
Persistent link: https://www.econbiz.de/10012101656