Suchergebnisse

Introduction: the reality of possibility -- The positive organization -- Becoming bilingual -- Creating a sense of purpose -- Nurturing authentic conversations -- Seeing possibility -- Embracing the common good -- Trusting the emergent process -- Using the positive organization generator -- Appendix -- The positive organization generator -- Index -- About the author

"How to realize your own leadership potential. Based on the bestselling book, Deep Change, The Deep Change Field Guide takes readers through the introspective journey of personal transformation. The field guide streamlines, updates, and augments the content of the original book into an interactive self-teaching course that helps readers learn how to become powerful agents of change. Learning tools include reflection questions, film assignments, and action plans that help readers think about the concepts in terms of their own situations, and identify actions to embody the concepts in their lives. The field guide has been carefully designed so that individual learners can gain the same benefits that students have long enjoyed in the author's courses, and the learning tools also lend themselves to both the academic and professional classroom. Complements to Robert Quinn's bestselling book Deep Change Includes exercise, reflective questions, and worksheets throughout Provides reader with a "self-help" guide to overcoming the personal and professional obstacles that prevent transformational leadership For anyone who yearns to be an internally driven leader, to motivate the people around them, and develop a satisfying work life, The Deep Change Field Guide holds the key"--

"How to realize your own leadership potential. Based on the bestselling book, Deep Change, The Deep Change Field Guide takes readers through the introspective journey of personal transformation. The field guide streamlines, updates, and augments the content of the original book into an interactive self-teaching course that helps readers learn how to become powerful agents of change. Learning tools include reflection questions, film assignments, and action plans that help readers think about the concepts in terms of their own situations, and identify actions to embody the concepts in their lives. The field guide has been carefully designed so that individual learners can gain the same benefits that students have long enjoyed in the author's courses, and the learning tools also lend themselves to both the academic and professional classroom. Complements to Robert Quinn's bestselling book Deep Change Includes exercise, reflective questions, and worksheets throughout Provides reader with a "self-help" guide to overcoming the personal and professional obstacles that prevent transformational leadership For anyone who yearns to be an internally driven leader, to motivate the people around them, and develop a satisfying work life, The Deep Change Field Guide holds the key"--

This study is based on a nationwide sample of top administrators in state government organizations. Using a critical incident approach, each administrator was asked to select the one change that he or she considered to be his or her most outstanding management improvement action. In describing the change the respondents were asked about their change strategies and resulting outcomes. Using a factor analysis and answers to open-ended questions, eight types of administrative change strategies (Work MethodsTechnology, Information Dissemination, Structural Reorganization, Retraining-Replacement, Authority System, Objective Setting-Measurement, Work Flow, Programs) and six types of outcomes (Improved Output Process, Motivational Climate, Resource Acquisition, Coordination, Savings, Equilibrium) were identified. Using a repeated multiple regression analysis, the relationships between the means and ends were explored. The findings illustrate the necessity for a precise definition of effectiveness and the need for a new and larger concept called organizational vitality. The implications for understanding and planning change are discussed at both the theoretical and applied level. It is pointed out that the means-ends model should serve as a useful framework for the planning of change.

The United States Court of Military Appeals has been referred to as the "most vital element" in the reformation and unification of military criminal law brought about by the Uniform Code of Military Justice. It represents a further extension of civilian control over the military--a concept long deemed vital to the American framework of democratic government. The Court is not faced with an easy task, and no one is more aware of this than the judges themselves. Like all institutions established as a result of reform movements, its activities are subject to close public scrutiny. The work of the Court is being analyzed on the one hand by segments of the civilian bar who have acquired a distrust of the military courts-martial system; it is being carefully watched on the other by those of the military who were apprehensive of its existence from the beginning. It is almost axiomatic that what pleases one group will almost certainly not please the other. It should not be concluded, however, that everyone interested in the Court's work can be classified as being basically motivated either for or against the Court. There are, I am sure, many who feel that its establishment was a necessary step in the improvement of the scheme of military justice, but who will base their final judgment upon its work unswayed by preconceived prejudices. It is my hope that the legal journals will be numbered among this group and that they will do for our Court what they have long done for the American judiciary--provide an interested but critical forum for analysis of its work. Everyone, I am sure, realizes that the proper operation of the Uniform Code of Military Justice does not depend solely upon this Court. The cases considered here constitute but a small fraction of the total. The most that we can do is mark out the boundaries and build the framework around the foundation provided by Congress in the Uniform Code of Military Justice. Although America prides itself on its government by laws, not men, the laws are of little avail if they ...