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Evaluation of a Large Group Method in an Educational Institution: The World Café versus Large Group Facilitation.
11 references·0 citing·46 second hop
Evaluation of a Large Group Method in an Educational Institution: The World Café versus Large Group Facilitation. (2008)Evaluation of a Large Group Method in an …Leading change: why transformation efforts fail (2009)Leading change: why transform…Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice (2007)Developing Social Network Pro…The World Café: Shaping Our Futures Through Conversations That Matter (2005)The World Café: Shaping Our F…Introduction to the Special Issue on Large Group Interventions (2005)Introduction to the Special I…Problem structuring methods for large group interventions (2004)Problem structuring methods f…The Handbook of Conflict Resolution: Theory and Practice (2000)The Handbook of Conflict Reso…Applying Large‐Group Interaction Methods in the Planning and Implementation of Major Change Efforts (2000)Applying Large‐Group Interact…A comparative study of quality practices in higher education institutions in the US and Malaysia (1999)A comparative study of qualit…METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS (1996)METHODS, VALUES, AND ASSUMPTI…Getting Everyone Involved: How One Organization Involved its Employees, Supervisors, and Managers in Redesigning the Organization (1992)Getting Everyone Involved: Ho…Evaluating Training Programs: Evidence vs. Proof. (1977)Evaluating Training Programs:…Handbook of Qualitative Research (1994)Sensemaking in Organizations (1996)Motivation and Personality (1997)Participation and Change: Using Large Group Intervention Methods to Inform Reflective Practice in a Community of Public Organizations (2002)Designing and Testing an OD Intervention (2007)Dilemmas in a general theory of planning (1973)The Reflective Practitioner: How Professionals Think in Action (1985)Focus Groups: Theory and Practice (1990)Developing a visioning methodology: Visioning Choices for the future of operational research (2006)Facilitation practices in decision workshops (2007)Understanding conflicting perspectives in event planning and management using Q method (2013)Systems Thinking, Systems Practice (1981)Flow: the psychology of optimal experience (1990)The fifth discipline, the art and practice of the learning organization (1991)Public Deliberation in an Age of Direct Citizen Participation (2004)What to do when Stakeholders matter (2004)Managing Successful Organizational Change in the Public Sector (2006)Management Information Crisis (1961)DISTINGUISHING CONTROL FROM LEARNING IN TOTAL QUALITY MANAGEMENT: A CONTINGENCY PERSPECTIVE (1994)Total Quality Management: Empirical, Conceptual, and Practical Issues (1995)A SERVQUAL and QFD approach to total quality education (2004)An Analysis on the Relationship between Lecturers’ Competencies and Students’ Satisfaction (2013)Twenty years of research on total quality management in Higher Education: A systematic literature review (2019)Organizational Transitions: Managing Complex Change (1977)Quality of work life and the manager: Muddle in the middle (1984)Supervisor Power Bases, Co-operative Behaviour, and Organizational Commitment (1998)ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)Connecting changes to projects using a historical perspective: Towards some new canvases for researchers (2010)Discovering Common Ground (2012)Large Group Interventions : Engaging the Whole System for Rapid Change (1996)JABS at 50 (2014)Paradoxes of Inclusion: Understanding and Managing the Tensions of Diversity and Multiculturalism (2017)Diffusion of Innovations 1 (2019)Diffusion of innovations (2019)Removing the Shadow of Suspicion: The Effects of Apology Versus Denial for Repairing Competence- Versus Integrity-Based Trust Violations. (2004)Exploring the Role of Emotions in Injustice Perceptions and Retaliation. (2005)Feeling and Believing: The Influence of Emotion on Trust. (2005)Training in Work Organizations (1980)KIRKPATRICK'S LEVELS OF TRAINING CRITERIA: THIRTY YEARS LATER (1989)Evaluating professional development (1999)Organizational Change: A Review of Theory and Research in the 1990s (1999)2 How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship (2009)Sustainable business model innovation: A review (2018)Social network analysis and the evaluation of leadership networks (2010)Appreciative inquiry: Theory and critique (2013)Exploring Privilege in the Digital Divide: Implications for Theory, Policy, and Practice (2018)
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References

  • 2009Leading change: why transformation efforts fail4,513 cited
  • 2000The Handbook of Conflict Resolution: Theory and Practice687 cited
  • 2005The World Café: Shaping Our Futures Through Conversations That Matter444 cited
  • 2000Applying Large‐Group Interaction Methods in the Planning and Implementation of Major Change Efforts134 cited
  • 1999A comparative study of quality practices in higher education institutions in the US and Malaysia129 cited
  • 1977Evaluating Training Programs: Evidence vs. Proof.114 cited
  • 2004Problem structuring methods for large group interventions56 cited
  • 1992Getting Everyone Involved: How One Organization Involved its Employees, Supervisors, and Managers in Redesigning the Organization48 cited
  • 2005Introduction to the Special Issue on Large Group Interventions30 cited
  • 1996METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS27 cited
  • 2007Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice27 cited

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