Cover; Endorsement; Half Title; Title Page; Copyright Page; Dedication; Table of contents; Acknowledgements; 1 Introduction; The need for a different map of the world; Works cited; Part 1 Turbulent fields and organisation dynamics; 2 Dynamic complexity and disruption; Liquid modernity; Climate change;...

Listening with spirit is the key skill which teams need to attain and sustain creative dialogue. This is especially true for organizational learning. Building on the distinction between dialogue and discussion, poses the question: “What makes dialogue dialogue?” and also offers tools for...

Tells the story of Quaker meeting, drawing on readings and experiences of the author over the past three years. Describes common practices and key features of the Quaker way, including Meeting for Worship, committees and governance, fellowship, and Meeting for Business. Provides a view of Quaker...

Focuses on women in the field of organization development (OD), their consulting practices, motivators, values, and intended directions for the future. Reviews the current state of the field – focusing on both the inherent tension in values that is endemic to the practice of OD today and the...

This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate...

Investigates negative employee attitudes through the experiences of the Hawkins Partnership which specializes in providing effective communication in businesses. Lists and exemplifies negative attitudes common in many organizations and illustrates the process necessary to help an organization...

Contrasts traditional western organizations with more democratically run high performance cultures. Opposing interpersonal attitudes and skills at the root of this contrast are identified. Illustrates academic evasion of the democratic dimension, allowing managers to marginalize vital attitudes...