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Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change

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Organizational Learning and Leadership Organizational Change and Leadership Appreciative Inquiry and Organizational Change

Abstract

UNCOVERING ROADBLOCKS TO IMPROVEMENT. Ineffective Learning in Organizations. Defensive Routines That Limit Learning. DIAGNOSING AND INTERVENING IN THE ORGANIZATION. Step One: Interview and Observe the Players. Step Two: Organize the Findings for Learning and Action. Step Three: Conduct Meaningful Feedback Sessions. Step Four: Facilitate the Change Seminar with Live Cases. USING KEY LEARNINGS TO SOLVE PROBLEM SITUATIONS. Explosive Relationships: Stopping Button Pushing. Mistrust: Overcoming Resentment and Rebuilding Trust. New Team Leadership: Managing the Clash of Expectations and Needs. CEO's Performance Review: Getting Feedback from Below. Managing Exchanges That Could Go Ballistic: Discussing and Correcting Out-of-Control Routines. Conclusion: A Model for Change and Improvement. Appendix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives.

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1999Psychological Safety and Learning Behavior in Work Teams 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.2011Conceptualizing Teacher Professional Learning 2015From Creativity to Innovation: The Social Network Drivers of the Four Phases of the Idea Journey 2004Workplace Learning in Context 1999Emotional Capability, Emotional Intelligence, and Radical Change 2001Across the Great Divide: Knowledge Creation and Transfer Between Practitioners and Academics 2002The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective

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