Participative Transformation - Klev, Roger

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Résumé :
In Participative Transformation Roger Klev and Morten Levin insist that essential in organizational change is the leader?s ability to orchestrate participative learning and developmental processes. Drawing on pragmatic philosophy, the authors' experience of organizational development initiatives and on action research, this book connects practical change-related activity with a broader critical and theoretical perspective. Practical guidance includes advice on starting up an organizational development process and dealing with situations where years of being controlled by others needs challenging, to actively engage employees in shaping their own work conditions. Readers will learn how experiencing both negative and positive results may well be a good basis for continued development. It is through systematic experiments that one can develop the organization, and this entails the possibility of making mistakes. There is even guidance on how to handle an organizational development process when it is in terminal trouble, to ensure there is still learning from it.

Biographie:
Dr Roger Klev is Head of Leadership Development at Reinertsen AS and Associate Professor at Norwegian University of Science and Technology. He has over 25 years combined research and teaching with very direct involvement in organizational and strategic change in a variety of companies and is a published author and conference speaker. Morten Levin is Professor of Organisation and Work Science at The Norwegian University of Science and Technology. He holds graduate degrees in engineering and in sociology. And has held research, teaching and examiner posts at universities throughout Scandinavia and at Cornell in the USA. Levin has directed four large Ph.D.programs in action research. He has won awards for teaching and authored award winning papers, journal articles and several books.

Sommaire:
Introduction; Part I Transformation of Organizations; Chapter 1 Organizational Theory and Organizational Change; Chapter 2 Change as Praxis ? Organizational Development as a Professional Field; Chapter 3 Part Icipative Transformation ? The Role of Technology and the Political Economy; Chapter 4 Part Icipative Change as Co-generative Learning; Chapter 5 Learning and Knowledge; Chapter 6 Part Icipation and Resistance to Change; Chapter 7 Leading Part Icipatory Change; Part II Work Forms in Leading Part Icipative Change; Chapter 8 Organization Analysis; Chapter 9 Search Conferences; Chapter 10 The World Caf? ? Active Involvement Through Meaningful Conversation, MaraSenese; Chapter 11 Resolving Workplace Conflict Using Interest-based Processes, Ann W.Martin; Chapter 12 Learning Histories, Emil A.R?yrvik;