|
November 2004 |
| |
| Here are the articles contained within
the November 2004 issue of "Organisations
& People", along with a brief summary.
The first article is held on the
LeaderValues site and can be obtained by clicking on the
link below the article. If you wish to read any of
the other articles you can contact AMED directly by
clicking on the link at the bottom of this page. |
| |
|
Communities of Practice and
Complexity by Peter Bond |
| An article which
draws upon an extraordinary theoretical basis to
re-present and, hopefully, strengthen the concept of
communities of practice and its application to
organisational development. |
|
Please click on this link to read
the full article. |
| |
|
Don't Forget the
Employees
by Christa Uehlinger |
| Effective internal
communications is a must in a merger. People issues are
cited as the top integration failure of mergers. Instead
of acknowledging the importance of effective
communications, priority is usually given to the 'hard'
factors. This article focuses on post-merger integration
illustrated with examples from the author's own
experience. |
| |
|
Leading In the Muddy Waters
by Edward Harbour |
| This article
describes how we can use history and drama as a practical
and pragmatic way to achieve head and heart understanding
of the realities of leadership, using Captain Blight and
the Bounty mutiny as an example. |
| |
|
Creativity In the
Marketplace by Gabor Kapolka |
| How do 'thinking'
cultures influence success in social systems, especially
marketplaces? This article investigates some basic
assumptions and then offers some brief conclusions
about the strategic implications of the EU integration
process on thinking. A third section explores the basic
undercurrents of business thinking in Hungary. |
| |
|
Myth Understanding about
Corporate Change
by Robert Maurer |
| The problem with
making a distinction between incremental improvements and
innovation when discussing change is that such a dichotomy
is illusory. If you study the history of organisational
creativity you will find that creativity is not so easily
harnessed and led. |
| |
|
What's In A Name?
Mapping the Territory Of Coaches, Mentors and Others Who
Facilitate Change
by Rosemary Napper & Dee Keane |
|
Terminology can be
tricky when trying to distinguish between coach, mentor,
counsellor, therapist, facilitator, etc. The confusion and
energy invested in the argument can easily distract from
more important considerations. The authors examine how
practitioners can make more constructive use of the debate
within learning and consultancy questions. What is
important, they say, is to explore with clients and
co-create a terminology that suits the context and
provides clarity and safety for all parties. |
| |
|
Soapbox
by Mervyn Levin |
|
Working in the Public
and Private Sectors - a personal comparison. |
|
|
|
|
To request any of these articles, please
e-mail
amedoffice@amed.org.uk
or telephone +44 (0)1480 493253.
Please note that there is a small handling charge from
AMED for this service. |
| |
| To view the AMED site visit
www.amed.org.uk |
| |
|
Back to the library of
AMED's
"Organisations & People" Journals |
|
|
