Organizations in all sectors and in all industries are and will continue to be confronted by the challenge of multiple changes in their external environments. For example, creation of disruptive technologies, fluctuating economies, increasing or decreasing governmental regulations, demographic shifts, human and natural disasters, expanding globalism, and aggressive competition. As the environmental landscape changes unpredictably along many different dimensions, organizations must recognize and adapt to the discontinuous threats and opportunities that these changes create. This calls for organizations themselves to change in ways that their unique histories have not prepared them. Thus, organizations today need effective tools to enable them to quickly create solutions for complex, systemic, important, unprecedented problems. Organizations must also learn from their experiences in creating such solutions: high potential managers must acquire executive-level knowledge, skills, and attitudes; problem solving team members must learn how to develop high performing teams; team members must learn how to deal with problems among interdependent subsystems and between their organization and its various stakeholders. These are the areas in which action learning makes a powerful and enduring impact. This book is intended for leaders at all organizational levels who are contemplating leading, planning, and managing complex systems change using action learning. It has two parts. In part I, the authors use a series of questionnaires to enable organizational leaders to make informed decisions about the kinds and types of consultants they might engage to assist them in leading transformational, unprecedented organizational change and leadership development programs. The types of consultants considered are contract employees (extra-pairs-of-hands), trainer-educators, technical experts (techsperts) and subject matter experts (SMEs), consulting organizational psychologists (COPs) and organization development and change (OD&C) practitioners, task or process facilitators, and action learning team coaches. The authors encourage leaders to avoid all or nothing choices and to consider, instead, employing a mix of types of consultants to be deployed where each type is best suited to be of assistance. Multidisciplinary consulting teams are encouraged. Part II focuses on the requisite infrastructure for action learning projects and the role responsibilities that leaders must assume to assure the success of these efforts. The authors provide a detailed description of the essential elements of an effective action learning project. These are: 1.Compelling, important, urgent, complex, unprecedented problems 2.The action learning team 3.The questioning and reflection process 4.The commitment to taking action 5.The commitment to learning 6.The action learning team coach For each element, the authors provide detailed descriptions of essential leadership functions and the common issues that emerge. We provide advice to leaders on actions they can take to solve emerging project management problems and to learn from the experiences. The contributions of action learning to the process of developing a learning organization is also explored.

This text provides conceptual and operational descriptions of the major theories in and strategic approaches to the field of organizational and systems change. Organizational and systems change, a primary focus for many consulting psychologists and other professional consultants, requires a subtle knowledge of human organizations, cultures, and societies. This book describes a variety of strategies and principles involved in O/SC, including general systems theory, chaos and complexity theory, organizational development and change management, organizational and personal learning, psychodynamics and covert processes, and emerging areas of interest including the integration of positive psychology, appreciative inquiry, behavioral theory, and neuropsychology into the practice of O/SC.   Essential Strategies for Organizational and Systems Change offers a broad and comprehensive treatment of the research behind and challenges involved in motivating and effecting large‑scale human systems change. While the authors discuss interventions at the individual, group, and organizational/systems level, the outcome of these efforts is focused upon organization and system success, improvement, and survival.   The authors provide a thorough overview of theories and strategic approaches in this area, how they developed, the evidence base for their use in practice, practical and effective mental models, examples of how the strategies and models can be applied, and references that will provide the reader with a deeper understanding of the concepts discussed. This book is an invaluable reference resource for anyone wanting to enter or progress in the field of organizational consulting.