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Full Description
Balancing Acts offers consultants and managers a simple, powerful way to think about change, and ascribes a four-phase iterative process for implementing change. Reviewing change initiatives from different types of organizations, Balancing Acts confronts the problems and pitfalls head-on that often arise during workplace transitions. Conklin explains why organizational change can be so difficult, and shows that by balancing a set of competing psychological and systemic challenges, interveners will increase their chance of success.
Conklin shows that human groups function as complex systems, and that a change initiative is not a linear progression toward a predefined result. Instead, change is an iterative process that involves a search for feasible and useful solutions. The book's central argument is that while leading or supporting this search, consultants and leaders must balance four critical concerns: confrontation and compassion, participation and observation, assertion and inquiry, and planfulness and emergence.
Contents
Preface
Part One: Thinking About Change
1.Terms of Art
2. Doing Things to People and Doing Things with People
3. Searching for Answers
Part Two: The Doing of Change
4. The Relationship Between Interventionists and Stakeholders
5. Creating a Contract with your Client
6. Exploring the Client System
7. Making Sense of Things
8. Implementing and Evaluating the Intervention
9. The Ethics of Intervention
10. Changing the Future of Planned Change
