Organizational Transformation: Approaches, Strategies, Theories

Organizational Transformation: Approaches, Strategies, Theories

Organizational Transformation: Approaches, Strategies, Theories

Organizational Transformation: Approaches, Strategies, Theories

Synopsis

Preface Organizational Transformation Part I. Approaches to Transformation Changing the Organizational Paradigm "High Performance" and "Excellence" Changing the Organizational Myths Reframing Rechanneling Energy Raising and Changing Consciousness Part II. Transformation Strategies The "Transformation" and the "Transition" Strategies The "New" and "Renew" Strategies The "Top-Down" and "Bottom-Up" Strategies Part III. Research and Theory Organizational Change Transformation Theories Part IV. Summary Models for Understanding Second-Order Change Integrating Practice and Theory Bibliography Index

Excerpt

This was an exciting book to write, and we hope it is exciting to read. It is a book about transforming organizations. It examines what transformation is, what approaches have developed to facilitate transformation, what kinds of interventions are used to do this, the different strategies possible, and the theories behind all this.

Organizational transformation is a completely new field of practice and theory. It is almost an infant, yet growing very fast. It is hard to believe that the first symposium on organization transformation took place in New Hampshire in 1984. Yet there has not been, as yet, any comprehensive publication covering the field. This book attempts to close that gap.

Organizational transformation deals with a radical, basic, total change in an organization, in contrast with improving the organization and developing it or some of its parts. Transformation often deals with a condition in which an organization cannot continue functioning as before. In order to continue to exist, it needs a drastic reshuffling in every dimension of its existence: its mission, goals, structure, culture. Some call this second-order change; others call it transformation. We will begin by using these concepts interchangeably and later will give them different meanings.

Organizational transformation is on the cutting edge of science. It is in the forefront of the field of organizations, and draws insights and ideas from pioneering, innovative thinking in such other sciences as physics, chemistry, biology, and psychology. It is an exciting, thrilling, mindblasting subject to deal with. The mind is opened to possibilities, vistas hardly dreamed of before. Transformation deals with topics and concepts that touch on the very core and essence of human existence and being. It deals with core processes, spirituality, consciousness, creativity, and evolution. It applies approaches such as changing myths and rituals, envisioning and creating new paradigms, energizing, and raising consciousness.

This is the first attempt to survey the state of the art in this young and growing field. Although it is a child of the 1980s, it has made giant steps in its development. Different approaches to transformation have been developed; alternative strategies have been tried out; a plethora of change interventions have been used in practice; and a whole new world of . . .

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