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- Organization Change book review
- There has to be something better then this book
- comprehensive text on change
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Organization Change: Theory and Practice (Foundations for Organizational Science)
W. Warner Burke
Manufacturer: Sage Publications, Inc
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ASIN: 0761914838 |
Book Description
"Burke manages to integrate the extant theories of organizational change with case examples that make the theories come alive. He skillfully combines his strong interests in the abstract with his four decades of practical, personal experience in facilitating large-scale organizational change efforts. This book is clearly the work of a master at the peak of his career."
—LEONARD D. GOODSTEIN, Consulting Psychologist and Former CEO, American Psychological Association
Organizations change internally at a much slower pace than the external environments in which they function, and must continually evolve to keep pace. Further, these environments are in constant flux and challenge the assumption of continuity on which organizations are created and developed. Now more than ever, there is a clear need for a greater understanding of how to understand, lead, manage, and change organizations.
Organization Change: Theory and Practice provides an overview of the theoretical and research foundation for our current understanding of organization change, including the nature and types of change organizations experience. The author reviews various models, including a new model developed by Burke-Litwin, and uses cases to demonstrate how these models can be used to diagnose change issues in organizations. Emphasizing planned, revolutionary change over the typical gradual, evolutionary change organizations experience, Burke combines and integrates theory and research with application for insight into all aspects of organization change.
This book will prove invaluable to students and professors of MBA-level courses in organization change, organization psychology, industrial psychology, and organizational behavior. It will also benefit professionals and consultants in need of a reference for analyzing organizations.
About the Author:
W. Warner Burke is Professor of Psychology and Education and coordinator for the graduate programs in Social-Organizational Psychology, in the Department of Organization and Leadership, at Teachers College, Columbia University, in New York. He is also senior advisor to the organization and change strategy practice of PricewaterhouseCoopers LLP.
Customer Reviews:
Organization Change book review.......2007-01-04
I found this book to be boring and slow at parts, but educational. It was an assigned read for a Human Services class, and I would not have read it on my own if I didn't have to.
There has to be something better then this book .......2006-02-25
I had to buy this book and use it for a class. I find the book to be filled with a wide range of simple common sense theories. It is not a book I would recommend to anyone if they are looking for clear and valuable techniques to utilize there has to be something better then this.
comprehensive text on change.......2002-12-01
So much of the literature on change is often a simplistic cookbook claiming change can be executed in 7 easy steps. Burke provides the reader with the theoretical background and takes one through the multiple considerations when executing organizational change. I applaud Dr Burke for revealing the complexity of change and providing insights into the practice of change management.This is a primer for all who are engaged especially in large scale transformational change as it clearly provides one the background to help one educate others on why the change agent does what she does.
Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
How can you build a successful community of practice that is integrally linked to your company's strategic vision? Learn from the first-hand experience of Hubert Saint-Onge, recognized by Fortune magazine as a leader in the field of knowledge capital, and co-author Debra Wallace, the people responsible for a recent project to establish a community of practice for independent agents at Clarica Life Insurance Company voted one of the most admired knowledge enterprises in the world by practitioners and researchers.
'Leveraging Communities of Practice for Strategic Advantage' combines theory and practice to outline a model for developing successful communities of practice and proposes a direction for establishing communities of practice as an integral part of the organizational structure. Saint-Onge and Wallace relate what worked, what didn't, and why as they tell the story from inception through implementation to assessment. Whether you're developing communities of practice or want to learn how to leverage existing communities for strategic gain, this book provides you with everything you need to launch successful communities of practice in your organization.
* Hubert Saint-Onge has been recognized by Fortune magazine as a leader in the area of leveraging knowledge capital
* Clarica has been voted one of the most admired knowledge enterprises in the world by practitioners and researchers
* Combines theory and practice to outline a model for developing successful communities of practice
Customer Reviews:
Excellent practical guidebook.......2005-12-31
While there are a number of books with marvellous content about the theory of communities of practice, this is the one that I go back to over and over again for practical, step-by-step guidance.
I have used and recommended this book often. It is the manual I employed when I created my first formal community of practice in early 2004 - and that community is still going strong and growing, even though I am no longer working with that organization!
thick clotted prose.......2005-03-27
This book is comprised of the kind of writing Sockel calls "thick clotted prose". After decades of reading the clear, unadorned, precise and excellent English of The Economist, I have become intolerant of pretentious layered jargon. What, for example, does this sentence say, which could not be said in simple words: "The organization's objectives, responses, and business models should be calibrated on the basis of its capabilities." Perhaps it could have been: "Organizations should do things they are good at." If this thick clotted prose had coagulated into high scholarship, I might have bothered to read on. Alas, that was not the case. The authors write, in a gesture alluding to scholarship: "Evidence shows that customers are demanding clearer information from their solution providers..." What evidence? It was not given, nor references to studies showing it. Read this book to find out how not to write.
Better still, get yourself a good book on this topic. See "Cultivating Communities of Practice" by Wenger at al., from Harvard Business School Press. Here you shall find lucid expression, good English, thorough endnoting and source documentation, and a comprehensive treatement of the topic.
Very practical indeed.......2003-09-26
This book has proved very practical indeed with the developing of CoPs in our environment.
A useful practical model.......2003-02-19
The book describes the introduction of a virtual community of practice, the Agents Network, at Clarica Life Insurance, Canada's first and oldest mutual insurance company. The book offers a practical and detailed example of the establishment, implementation and evaluation of the virtual community, with examples of the tools used by the project team at Clarica.
The authors introduce the notion of communities of practice as a new strategy to leverage knowledge capital to create sustainable competitive advantage. By valuing communities of practice, by recognising the contribution of community members, and giving support for time and commitment) and providing an infrastructure (e.g. giving them a communication platform, active facilitation and information resources), the authors suggest that organizations can increase the speed of innovation and knowledge sharing.
The Community Development Process Model (p.137) provides an excellent 'roadmap' to the approach they undertook that is readily understood. Practical suggestions and tools about evaluating the value of the community are also provided. There is a good combination of theory and practice and, therefore, something for anyone interested in this topic. It has a balance between high-level strategic models, and detailed and practical examples.
The approach taken at Clarica was systematic and project-managed, with the organization playing a very active role in facilitating the conceptualisation, establishment, growth and expansion of the community. The organization obviously provided significant resources to undertake the project. Virtual communities of practice, like the one described in the book, clearly require strong organisational support and resources due to the technological infrastructure they require to be effective.
The authors do not purport to provide a recipe - rather, they tell a story about the introduction of a virtual community of practice in one organization - as such, the book offers an in-depth view of the process. The questions asked at the end of each chapter are intended to challenge readers to assess whether the approach described would work in their own organization.
Practitioners may be tempted to read more widely to find alternative approaches to developing communities of practice, and to select 'the best of the best'. The Clarica approach is only one way, but it does provide sound conceptual models that set the strategic context, as well as diving directly into the detail. There is a useful associated website.
The Future is Here!.......2003-01-25
Hubert and Debra, thanks, you two have written a monumental work, but in such a humble and mater-of-fact manner. The more I read, the more I became frustrated with the title, because although the book is about the strategic nature of "Communities of Practice," it offers so much more. For the last thirty years, people have been trumpeting the `end of the hierarchy,' but without anything to put in its place. Know we know the future, and it is here!
In Nonaka and Takeuchi's "The Knowledge Creating Company," there was the suggestive diagram of the "hypertext organization." It showed three layers, the hierarchy, the project team community and a third space, the knowledge community. A few years later Nonaka understood that this third space was what the Japanese call "Ba," a shared mental space. Is this not what you two are talking about in your "Reflective and Strategic - Communities of Practice?"
Please write your next book as quickly as possible and reveal the key to the "culture of leadership," a phrase that got short-shrift. Revisit the earlier work you did at The Mutual Group around "values." I am convinced this, more than any number of memos, meetings and check lists, was what made it possible to accomplish what you did at Clarica.
Book Description
This is a core textbook for all courses in change management. It examines all of the key theories on organizational change and applies them to organizational settings to demonstrate how strategies can be devised and employed to help manage organizational change and the issues it precipitates. Taking quite a practical approach, students are helped to apply theory to real-world scenarios through the use of experiential learning and cases.
Book Description
Organizational Diagnosis and Assessment presents sharp-image diagnosis, a distinctive approach to organizational consultation and planned change, that reflects current research and theorizing about organizational change and effectiveness. The authors draw on multiple analytical frames to produce empirically grounded models of sources of ineffectiveness and forces for change, showing how consultants, managers, and applied researchers can break free of unproductive practices and ways of thinking to avoid uncritical adoption of management fads. They offer workable solutions to critical problems and demonstrate ways to meet organizational challenges like market downturns, technological change, and alliances with other organizations.
Organizational Diagnosis and Assessment covers diagnosis and assessment of work groups, organizations, and whole systems. This volume develops analytical approaches for problem solving and strategy formation in both for-profit and not-for-profit organizations. Diagnosis of public policy issues, like assessments of the effectiveness of health systems, is also addressed. Many of the models and techniques contribute to assessing the changing nature of the workplace, examining organizational decline and other life-cycle transitions; gendering; change and diversity in organizational culture and in workforce composition; the spread of new forms of work organization, including teams, flat hierarchies, and networks; new uses of information technology; and mergers and alliances among organizations.
Organizational Diagnosis and Assessment will be invaluable to advanced students, consultants, and applied behavioral scientists in social sciences, management, social work, organizational and industrial psychology, organizational sociology, nursing, and public administration.
Customer Reviews:
Good theory book.......2000-06-19
This is a good theory book although its' title is missleading. Do not expect it to be an organizational diagnosis tool book. It goes through a lot of theory and pardigms and uses case interesting case studies. It is usful if you want to learn the basic OB theories (such as open system model, diagnosis models). The book also gives quite a comprehensive review of most HR areas of interest. But Saying that it bridges the gap between theory and practice is a bit too much. I do not feel as if I can take this book tomorrow morning and implement it in my work. It has potential but again, this is not a tool book !
Amazon.com
Change-ABLE Organization: Key Management Practices for Speed and Flexibility, by management consultants William R. Daniels and John G. Mathers, describes an integrated system for maintaining a steady and dynamic growth pattern in today's rapidly changing business world. Culled from 25 years of experience in companies such as Intel, Genesco, and Motorola, Change-ABLE Organization explains five specific practices--hierarchical structures made up of linked teams, clearly defined key goals, regular work reviews, group decision-making, and procedures for individuals to manage and monitor their own performance--that have proven successful in large and small companies alike.
Book Description
Organization leaders at all levels in today's fast-paced business world are searching for management skills to sustain consistent performance while they increase their speed and flexibility.
Based on participative control backed by a uniquely integrated and pragmatic system of five practices, Change-ABLE™ Organization has been practiced in large and small computer, consumer goods, government and telecommunications settings like Intel, Etec Systems, Genesco, and Motorola.
This book is the result of those experiences and includes key practices and values, the use of graphics and watercraft analogies to contrast highly adaptive and ineffective organizational cultures, warnings about consequences of becoming Change-ABLE, and an in-depth look at one medium-sized organization's experience and success with the method.
For those investigating a complete system of management organization and to stop practices such as “Go with the Flow,” Working Alone...Together,” and “Autocratic Control,” Change-ABLE Organization guides the way.
Customer Reviews:
Practical approach to business success.......2002-04-19
This book is highly readable, and contains all the practices you'll need to make your organization successful and ready to meet its challenges. You'll have enough information here to train your staff and peers on a proven approach that has resulted in Fortune 500 successes for Intel, Motorola and other companies that Daniels and Mather have worked with. Once you've started using these methods, you'll wonder how you survived without them.
Watercraft analogyes to analyze organizations & culture.......2000-04-13
This excellent book describes organizational cultures in terms of different kinds of watercraft. It covers small entrepreneur, dot com like cultures, professional associations, large corporations and bureaucracies and brings a "map" to diagnose and migrate from one to other safely.
Book Description
With escalating demands upon research and assessment growing more varied, surveys are now used to assess and drive organizational change by examining company performance, customer and employee satisfaction, empowerment, and key aspects of corporate culture.
With Organizational Surveys, you'll learn how to:
Drive change with surveys
Use 360* feedback
Set expectations of results
Deal with ethical concerns
Facilitate feedback, action-planning, and follow-through . . . and much more!
No other book approaches this collection's range and specificity, or its emphasis on actual practice in organizations. It's your indispensible toolbox for assessment and change!
Customer Reviews:
Comprehensive - but needs an update to accommodate internet surveys and other methodological developments........2006-01-19
I purchased this 418pp volume in 1998 and recently re-read this book to reacquaint myself with the rich material. What Kraut has done as an editor is to select 35 pertinent papers that discuss Organizational Surveys under three main heading:
1) Purposes and uses.
2) The Survey process.
3) Special applications - such as linking survey results to "hard" figures such as productivity and performance.
The book is packed with sage advice, both academic and practical. For example it counsels researchers to work closely with insiders in order to get the most useful surveys, and it spends many pages discussing the questions of implementing the recommendations and the whole issue of raising employee expectations by even conducting surveys.
But what a lot has occurred in the 10 years since this book was edited. I find on re-reading that several cutting-edge ideas (linking internal results to customer satisfaction measures) are fairly standard now; and of-course the advent of web-based online surveys has had a major effect upon the practicability and style of conducting employee research. Online surveys, with their wonderful capacity to capture open-enders, really enable researchers to glue their quant findings much closer to qualitative styles of research including focus groups (given scant coverage here) and ethnography: the act of observing how the organisation does things. In essence, I don't feel the collection of papers deals quite adequately with the central question: what is it that makes organizational research and surveys different from other kinds of research.
One key difference is the question of culture, and the way sub-units within an organisation may act as distinct and cohesive "tribes" capable of affirming, or subverting the overall objectives of the organisation by applying their sense of values, sense of fairness and sense of direction to their day-to-day involvement. Fascinating stuff - but this volume only discusses such issues in a generic manner.
In short, the publishers might be prompted to consider a new updated edition. This book was state of the art 10 years ago, but its relevance is diminishing. I still give it four stars (just) because of the quality of the writing and the value of its insights - but the book is no longer solid gold. There's rust appearing on the bodywork, and readers will need to find other volumes to accompany this one. That's not a bad approach because the subject-matter has evolved quickly.
Was good to the last chapter...then was a downer........1998-12-10
Book covers a wide variety of survey topics very well. I underlined a great many thoughts. One thought that occured to me was that I was on my way to doing Organizational Surveys. But at the end was warned "I would be a 'bounder' if I read a few books and started practicing." It seems this book's final conclusion is that you need to join the Union to do surverys, ie. be a phd or working under one. The book was still a great value.
Book Description
What do we mean by diversity? Why is it an important issue for leaders of schools, colleges and universities?
As society becomes increasingly diverse, there is significant international awareness in education about how this impacts on leaders and leadership. For decades the emphasis has been placed on increasing the number of leaders with specific attributes, such as women or those from ethnic minorities, to encourage a true representation of society. This far-reaching book takes a wider view, challenging the reader to recognize the importance of diversity issues and to embed diversity as central within leadership theory and practice.
Drawing on their extensive research the authors establish a clear understanding of what diversity means and use this to develop a distinct approach to conceiving leadership, preparing leaders and acting as leaders. They explain how diversity should be a holistic issue which touches every aspect of leadership and is vital to ensuring effective and appropriate leadership for education in pluralist societies. The authors explore the history of approaches to addressing inequities in access to leadership positions and the experience of leadership, from equal opportunities, to diversity and inclusion, to capabilities approaches.
The book also proposes fundamental and concrete changes that leaders can undertake both in their own and their organization's practice, to reflect a real commitment to social justice in a diverse society.
Books:
- Organizing Business Knowledge: The MIT Process Handbook
- Patents, Copyrights & Trademarks for Dummies
- Plan Your Estate
- Principles of Public International Law
- Professional Learning Communities at Work: Best Practices for Enhancing Student Achievement
- Reclaiming the Great Commission: A Practical Model for Transforming Denominations and Congregations
- Reclaiming the Great Commission: A Practical Model for Transforming Denominations and Congregations
- Reinventing Strategy: Using Strategic Learning to Create and Sustain Breakthrough Performance
- Relationship-Based Care: A Model for Transforming Practice
- Shaping the Adaptive Organization: Landscapes, Learning, and Leadership in Volatile Times
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