Conversational effectiveness is a barometer of human thriving and facilitating insightful conversations is a powerful method for accelerating psychological change and collaboration. This ground-breaking professional book provides a map of Breakthrough Conversations together with a practical toolkit for enhancing awareness, emotional resilience and creativity. Neuroscience, mindfulness and psychological research shows that awareness is pivotal to skilful conversations. By supporting clients to observe and manage their own body-brain states during conversation, they can learn to switch on the physiological systems that support more authentic, agile, and attuned interactions. Three body-brain states, reactive, habitual and reflective - characterised as Red, Amber and Green (RAG) - are differentiated in terms of body-sensations and behaviours, and these correspond to predictable interactive patterns. Facilitated to experience more emotionally resilient conversations, clients access their natural capacities for collaboration, compassion and shared creativity. This journey, through the five stages of Breakthrough Conversations, drawing on the RAG frame and a number of other practical models, is richly illustrated with case studies from working one-to-one and with pairs. Coming to see conversations as a dance driven by the interactions of underlying needs and emotions frees clients to make paradigm shifts in their self-awareness and interpersonal effectiveness. This book, and the approach it outlines, will be essential reading for coaches, consultants, leaders and all professionals seeking to choreograph more insightful conversations.

Interconnecting the concepts of sustainability, innovation and transformation, this book explains how organizations have successfully transformed themselves and wider society to foster a more sustainable future, and identifies the difficulties and challenges along the way. Part of the Principle of Responsible Management Education (PRME) series, the book promotes a strong voice for meeting sustainability challenges for transformative change in a globalized world through business education and practice. A transition to a more sustainable way of doing business can only be attained by combining technology with profound system innovations and lifestyle changes. The chapters in the book, each written by a strong and well-recognized team of researchers in the field, open up the discussion about a new partnership between sustainability, innovation, and transformation that includes the global society (big world), the biosphere (small planet), and also requires a deep mind shift. The book presents cases from business (including Ikea and Eataly) and other service networks including the Base of the Pyramid (BoP), and illustrates how these organizations have transformed themselves for a sustainable future. The research perspectives are macro (policies and legislation), meso (institutional practices) and micro (business practices and individual behavior). This book is where research meets real-world business and societal practice. The chapters are grounded in business research, specifically the interdependencies between sustainability, innovation, and transformation, which makes for a robust basis for describing, explaining, and understanding the complex challenges faced by business and society in the 21st century. The book is intended for graduate- and postgraduate-level students and executive education with implications for practitioners. Furthermore, it contributes to multidisciplinary research in the field of interaction between business and society with a view to extending the firm-centric view to encompass a broader, systemic, and dynamic understanding of business and societal transformation.

When it comes to the field of organization and management theory, a philosophical perspective enables us to conduct organizational research imbued with the attitude of 'wonder'; it helps researchers question dominant images of thought underlying mainstream thinking, and provides fresh distinctions that enable the development of new theory. In bringing together a collection of key essays by Haridimos Tsoukas, this volume explores fundamental concepts, such as organizational routine, that have gained currency in the field, as well as revisiting traditional concepts such as change, strategy, and organization. It discusses organizational knowledge, judgment, and reflection-in-action, and, at the meta-theoretical level, suggests complex forms of theorizing that do justice to the complexity of organizations. The conceptual attention throughout is on process and practice, underlain by performative phenomenology and an emphasis on agents' lived experience. This provides us with the language to appreciate the dynamic character of organizational behaviour, the embeddedness of action, and the complexity of organizational life. The theoretical claims presented in this volume have important implications for practice, insofar as they help retrain our attention; from seeing structures and individuals, we can now appreciate processes, experiences, and practices. A phenomenological attitude makes organization theory more open, more creative, and more reflexive, and this book will be essential reading for researchers and students in the field of organization studies.

This provocative and engaging perspective on organizations and organization studies comes from one of the most original of contemporary writers in the field. Sceptical of scientific claims and explanations of the social world, Barbara Czarniawska advocates an approach that draws on narrative, literary theory, cultural studies, and anthropology, rather than positivist social science. This book is essential reading for anyone concerned with current trends in organizational thinking.

Discover the value and importance of diversity for individuals and organizations today with the research-driven approach found in Bell/Leopold's DIVERSITY IN ORGANIZATIONS, 4E. This comprehensive resource blends the latest findings, new developments and recent legislation with practical examples and compelling interviews. You explore the many aspects of diversity, from a historic background to the details of how and why individuals and organizations should pursue diversity among applicants, employees, coworkers or customers. This edition guides you through differences in age, disability status, national origin, race, sex, weight and appearance as well as sexual orientation and gender identity. You examine groups that are often devalued and learn how dominant and non-dominant group members can work toward diversity and inclusion. Recent interviews and new profiles introduce diversity-focused careers and prepare you to prioritize diversity, no matter what your professional position.

From the de-institutionalization of psychiatric hospitals to the privatization of prisons, the dramatic public policy changes of the last three decades have been, to a large extent, changes in organization. The chapters in this volume examine these organizational changes. We learn how organizations shift strategies, create alliances, cross boundaries and react to incentives as they respond to changing environmental pressures. We learn about the complex relationships between organizations and their clients and how these relations can be altered in response to environmental change. Chapters in the first section focus primarily on inter-organizational relations among health care and community development organizations. Chapters in the second section focus primarily on relations between organizations and their clients, both in medical organizations and in the criminal justice system.

"Organizational learning" is currently a subject of intense debate in the study of corporate dynamics. But how can such a concept be used effectively without a thorough understanding of the way in which organizations produce and distribute knowledge? An in-depth analysis of expert system projects afforded a choice opportunity for studying such questions. Drawing on four case studies, the authors identify and explore the dynamics of three basic types of expertise. They simultaneously reveal the crisis in expertise experienced by firms facing the demands of product variety and innovation. In such industrial contexts, organizational and managerial theories clearly have to include new approaches, presented here, which focus on the dynamics of expertise.

The purpose of the series is to explore the central and unique role of organizational ethics in creating and sustaining a pluralistic, free enterprise economy. The primary goal of the research studies published here is to examine how profit seeking and not for profit organizations can be conceived and designed to satisfy legitimate human needs in an ethical and meaningful way.

This fascinating book shows how an understanding of the psychodynamics of the extended family, from parental relations to sibling rivalries, can provide insight into many of the key issues faced by organizations today. Covering topics such as change management, creativity, autonomous groups, leadership and democracy, it shows how deep-rooted family dynamics unconsciously frame the way we relate to each other in the workplace, and how they can have a profound influence on the broader trajectory of organizations. This book features: Examples on how to use the extended family as a framework for understanding organizational behaviour. A look beyond parental relationships to discuss sibling relationships as well. Examples to illustrate key topics of practical relevance to consultants and managers. Family Psychodynamics in Organizational Contexts is an important read for students and scholars of organizational psychology, organizational studies and psychodynamics, as well as consultants and coaches working in organizational contexts.

The COVID-19 pandemic provides an illustration of how chaotic changes to large systems are caused by small, seemingly insignificant environmental events such as the initial case(s) of COVID-19 in China. From this small starting point for the pandemic, there have been (and continue to be) millions of lives lost and trillions of dollars spent trying to alleviate the effects of the COVID-19 pandemic. World government and corporate leaders are striving to deal with this pandemic, but uncertainty is felt across the globe. Unprecedented strategies (e.g., the United States government's multi-trillion-dollar stimulus package (s)) have been used to halt the spread of COVID-19. These small events cascade throughout larger and larger systems leading to unforeseeable consequences. Organizations must experiment and make decisions on how to react. Decisions must be made and implemented to see what the effects of these decisions are. The chapters in this volume provide important insights for all organizations during this time of crisis. The chapters express bottomup and top-down approaches to a crisis-initiating environmental change by organizations. The chapters provide insight into the way organizations perceive the effect of COVID-19 as 1) a permanent or transitory change in the organization's environment; and 2) as a crisis or opportunity. Taken together, the chapters provide both scientists and practitioners with a starting point for understanding the impact of COVID-19 on organizational theory and on management practice for readers.

This book focuses on the influence of philanthropic foundations in global development, and on how the global south has engaged with them. The idea of corporate philanthropy stretches back a long way, with the late 19th industrialist Andrew Carnegie seeing it as an important obligation of the very wealthy. In the modern day, Bill Gates has taken up this call, suggesting that the very wealthy should donate half their wealth to philanthropic causes, and endowing his own foundation with something in the order of $50 billion. This book brings together case studies of the most influential of these foundations over the last one hundred years: the Rockefeller, Ford, and Gates' Foundations, investigating their impact on education and research, health and agriculture. The book concludes by asking whether global south foundations such as Al Waleed Philanthropies, Tata Trusts, and those from China may point to the future of global philanthropic foundations. The sheer scale of resources that foundations can devote to their work results in significant influence in global politics, to the point that Foundations can drive and even set government policy. This influence is likely to grow in the post-Covid environment, making this book an important resource for researchers, practitioners and policy makers working on global development.

Emerging data technologies are one of several forces that are changing the world. This textbook shows how technologies such as the Internet of Things, Artificial Intelligence and data analytics are altering business operations and strategy. Following a unique, three-part structure, the book offers: * a macro view of the environmental drivers which are changing organisations * a meso view of how organisations and business functions are responding * a micro view of the skills needed to take advantage of the new opportunities that these technologies bring A wide range of examples featuring well-known companies aid understanding, while practical activities help students to develop the skills they need in business. A downloadable teaching guide and PowerPoints are available for those using the book in their teaching. Managing Emerging Data Technologies: Concepts and Use is essential reading for upper-undergraduate and postgraduate students of courses related to new digital data technologies in business, as well as anyone looking to use these technologies in their organisation. Duncan R. Shaw teaches business strategy and data technology strategy at business schools around the world, including Alliance Manchester Business School in Hong Kong, and Nottingham University Business School in the UK and Malaysia.

The structured 28-day mindfulness and contemplative journey presented in this book will help aspiring and current leaders to clarify their identities, and identify and reflect on their mental models to become more expansive leaders. The present moment demands new ways of being, doing, and relating with the world. To meet this moment, we need fresh, collective, inclusive, and interdependent models of leadership and new approaches to leadership development. This book goes beyond the 'McMindfulness' often seen in mindful leadership books, to offer a multi-faceted approach to develop a more interconnected sense of self and interdependence-centric mindsets needed for expansive leadership, through mindfulness practice. Through this practice, leaders can cultivate the ability to make deliberate choices using slow thinking and overcome any unconscious and implicit biases that are the result of fast-thinking processes. Anchored in insights from over ten years of teaching mindfulness-based leadership development courses, this book is an invitation to explore how to be a leader in an expansive, inclusive, robust, and resilient way. The reader will have an opportunity to define and refine their identity, uncover their personal mental models, and conclude by developing their own leadership philosophy. Leadership development professionals and teachers can adopt this for their students, coaching, and consulting clients.

It is over twenty years since scholars began to question the adequacy of the extant career theory for illuminating women's lives. Since then the literature has developed apace. This book contributes to these on-going debates. This book is about women's careers, how they think about and enact their working lives, and how these patterns change, or stay the same, over time. It focuses on seventeen women, based in the same northern English city, working in a variety of occupations, who left their organizational positions to set up their own businesses. In the early 90s they participated in a research study of this career transition, and a decade and a half later were interviewed for a second time. Imagining Women's Careers is based on these accounts. It investigates the women's transition to self-employment and on-going career development; contextual change between the two periods and why, in career terms, this mattered; their experiences of late career and retirement; and the role of others in their career-making. The concept of the career imagination is introduced, defining and delimiting what is possible, legitimate and appropriate in career terms, and prescribing its own criteria for success. In part, the book is about change: women moving from young to middle, or middle to old age; society moving out of and back into recession; an academic literature which has deconstructed and redefined the concept of career itself. However it is also about continuity: enduring relationships, commitments to people and places, deeply held values and identities.

Whilst the topic is gathering significant interest, this is the first book to present a guide to coaching and playfulness. It has the ‘why didn’t I think of this’ factor: once said, it seems obvious but, until then, few people had thought of it. Written by two coaching practitioners, the book provides a practical and cohesive manual for coaches to incorporate playfulness into their praxes. Fully researched, and evidence provided to support the practice throughout.

Managing Change in Museums and Galleries is the first practical book to provide guidance on how to deal with organisational change in museums, galleries or heritage organisations. Written by two authors who have direct experience of leading change, running change programmes and advising on change in more than 250 museums and galleries, the book identifies the various problems, issues and challenges that any professional in a museum or heritage organisation is likely to encounter and provides advice on how to deal with them. The book's six parts treat change holistically, and help the reader understand what change entails, prepare for it and lead it, ensure that everyone in the museum is involved, understand what can go wrong and evaluate and learn from it. Each chapter is devoted to a specific challenge that is often encountered during change and is extensively cross-referenced to other relevant chapters. Including a list of helpful resources and suggestions of useful publications for further reading, this book is a unique guide to change in museums. Managing Change in Museums and Galleries is an essential resource for all museum practitioners - whether they be the people in museums and galleries who are leading change, or those affected by change as a leader, a member of staff or a volunteer.

Mapping Motivation for Leadership, co-written with Jane Thomas, is the fourth of a series of seven books that are all linked to the author's Motivational Map toolkit. Each book builds on a different aspect of personal, team and organisational development. This is a practical guide to leadership in the 21st century and builds on the '4+1' model outlined in the author's original book Mapping Motivation: Unlocking the Key to Employee Energy and Engagement. There is an increasing body of evidence, that the single most important aspect of being a leader relates to managing emotions effectively, and this management goes way beyond simply 'understanding' emotional intelligence; it is in fact a practice and one that is intimately connected with personal development and growth, and with energy. Energy, as Mapping Motivation made clear, is synonymous with motivation. The effective leaders of tomorrow will be those who understand their motivators, who regularly measure their motivators, sustain and replenish and maximise their motivators, and who do the same for their employees. Clearly, there is a link here with the book on engagement, for leaders who do so will engage their employees. However, this book not only covers the motivational side of leadership, but also explores in detail the skill sets necessary in the '4+1' model: thinking skills, action skills, team skills and motivational skills plus that indefinable 'something' that is a commitment to personal development, so that we as leaders are not trying to solve today's problems with yesterday's training as our only internal resource.

This important new volume discusses the role of emotion, resilience, and well-being in many contexts of human life, including home, school, and workplace. Leading researchers and academicians from around the world and from various fields-such as health, education, information and technology, military, and manufacturing-explore the theoretical and practical implications of many studies in this area. They present new concepts, models, and knowledge for practical applications that address challenges to well-being. The volume also considers the roles of several other influencing factors, such as emotional intelligence, performance, productivity, and employee's health and happiness. The book's editors state that, "At this juncture of human and technological development, when artificial intelligence and automation are slowly taking over the world, holding on to the study of emotions, well-being, and resilience has become imperative, as these influence sustainable performances and growth by individuals as well as organizations."

This volume covers such topics as psychological ownership in organizations, employee perceptions of fairness when human resource systems change, a culture-based perspective of organization development implementation, and mapping the progress of change through organizational levels.

This volume brings together two hitherto disparate domains of scholarly inquiry: organization and management studies on the one hand, and the study of visual and multimodal communication on the other. Within organization and management studies it has been recognized that organizational reality and communication are becoming increasingly visual, and, more generally, multimodal, whether in digital form or otherwise. Within multimodality studies it has been noted that many forms of contemporary communication are deeply influenced by organizational and managerial communication, as formerly formal and bureaucratic types of communication increasingly adopt promotional language and multimodal document presentation. Visual and Multimodal Research in Organization and Management Studies integrates these two domains of research in a way that will benefit both. In particular, it conceptually and empirically connects recent insights from visual and multimodality studies to ongoing discussions in organization and management theory. Throughout, the book shows how a visual/multimodal lens enriches and extends what we already know about organization, organizations, and practices of organizing, but also how concepts from organization and management studies can be highly productive in further developing insights on visual and multimodal communication. Due to its essentially interdisciplinary objectives, the book will prove inspiring for academics and scholars of management, the sociology of organizations as well as related disciplines such as applied linguistics and visual studies.

'David Marquet is the kind of leader who comes around only once in a generation... his ideas and lessons are invaluable' - Simon Sinek, author of Start With Why ---------- Leadership lessons from a nuclear submarine captain to help you transform how you work. Captain David Marquet was used to giving orders. In the high-stress environment of the USS Santa Fe, a nuclear-powered submarine, it was crucial his men did their job well. But the ship was dogged by poor morale, poor performance and the worst retention in the fleet. One day, Marquet unknowingly gave an impossible order, and his crew tried to follow it anyway. He realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. Marquet took matters into his own hands and pushed for leadership at every level. Before long, his crew became fully engaged and the Santa Fe skyrocketed from worst to first in the fleet. No matter your industry or position, by reading Marquet's business classic, you can learn how to create a workplace where everyone takes responsibility for their actions, people are healthier and happier - and everyone is a leader.

Organizations today are being challenged to make sense of changes in environments that, now more than ever, are described as VUCA (volatile, uncertain, complex and ambiguous). They are also being driven to understand how the future will evolve and what impact it will have not only on the organizations themselves, but also on industries and societies. In recent decades a field has emerged to support organizations in addressing these challenges: strategic foresight. This book is a comprehensive introduction to strategic foresight. It presents a history of the field and explains the main principles in thinking about the future. The book describes how organizations can apply strategic foresight, and explains how it relates to other fields such as strategy, innovation and leadership, highlighting the relevance of strategic foresight not only for organizations but also for individuals, particularly managers and leaders. Grounded in the theoretical foundations of strategic foresight, the book reflects the latest academic research and explores practical applications in different contexts. It draws on more than two decades of experience that the author has in the field as a researcher, a consultant and in the corporate context. This is essential reading for managers and leaders of public and private organizations who want to establish strategic foresight practices, as well as students of foresight and managers in the fields of innovation, research & development and marketing.

In the new remote-first and hybrid workplace, many organizations are struggling to catch up with new tooling and ways of working. Many are discovering for the first time that the physical office was covering up poorly defined teams and poorly defined areas of focus, threatening their DevOps transformation efforts and the overall health and success of their business. Matthew Skelton and Manuel Pais, coauthors of the highly successful Team Topologies, provide proven patterns for a successful remote-first approach to teams. Using simple tools for dependency tracking and patterns from Team Topologies, such as the Team API, organizations will find that well-defined team interactions are key to effective IT delivery in the remote-first world. This workbook explores several aspects of team-first remote work, including: How the new "remote-first" world is highlighting existing poor team interactions within organizations. Why organizations should use the Team API pattern to define and communicate the focus of teams. How organizations can track and remove team-level dependencies. How and why organizations should design inter-team communications consciously. How and why organizations can use the three team interaction modes from Team Topologies (collaboration, x-as-a-service, and facilitating) to help. The ideas and patterns presented here will help your organization become more effective with a team-based, remote-first approach to building and running software systems.