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Change, conflict and community : challenging thought and action

Author: Barbara Kenton; Suzanne Penn
Publisher: Amsterdam ; London : Butterworth-Heinemann, 2009.
Series: HR series.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:

Takes readers through the essential theory and hands-on practice of working with change and conflict by considering how we can increase our understanding of the tensions that often exist when change  Read more...

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Genre/Form: Cas, Études de
Guides, manuels, etc
Document Type: Book
All Authors / Contributors: Barbara Kenton; Suzanne Penn
ISBN: 9780750681940 0750681942
OCLC Number: 123113931
Description: xii, 274 pages : illustrations ; 24 cm.
Contents: Cover --
Copyright Page --
Contents --
List of Figures --
List of Tables --
Series Preface --
Acknowledgements --
Chapter 1 Introduction --
The context of this book --
The aim of this book --
Who is this book for? --
Using this book --
Follow up and feedback --
Chapter 2 Making sense of change --
What do we mean by 'change'? --
How do we feel about change? --
How do we think about change? --
Working with change --
Summary --
Chapter 3 Patterns past --
Looking back --
where have we come from? --
Resistance to change --
The shadow system --
The role of the trade unions --
Transitional elements of change --
Summary --
Chapter 4 Change and conflict --
a chicken and egg debate? --
What is conflict? --
Change triggering conflict --
Conflict triggering change --
What is the cost of conflict? --
Summary --
Chapter 5 Resolving conflicts --
Individuals in conflict --
Self-management: self-esteem, self-awareness and emotional resilience --
Relationship management: empathy, language and behavioural flexibility --
Key steps to handling conflict --
Supporting others in conflict --
Summary --
Chapter 6 From conflict to collaboration --
When conflicts get stuck --
Mediation as a way of resolving disputes --
So what does the process of mediation look like? --
Facilitation skills --
Internal or external mediators or facilitators? --
Summary --
Chapter 7 Learning through change --
Change, conflict and learning --
Learning interventions --
Summary --
Chapter 8 Energizing the organization --
Introduction --
Approaches for managers and change agents --
Change methodologies that energize --
Summary --
Chapter 9 Holistically healthy organizations --
What do we mean by organizational health? --
The process of healing --
Ways to support change from a naturopathic perspective --
Positive psychology --
A Gestalt approach to organizational health --
Health and well-being strategies --
Summary --
Chapter 10 The bigger picture: community --
Organizations as communities --
Organizations: a community within a community? --
Summary --
Case studies --
Introduction --
Case studies --
1. Affinity Sutton --
Merging housing associations --
2. Portsmouth NHS Trust --
Setting up a mediation service --
3. Red Bee --
Change and Stress in the Workplace --
4. Changes within Hampshire Fire and Rescue Service --
5. O2: 'A Better Place' --
6. Organizational Health from a Gestalt perspective --
7. A change agent's story --
Bibliography and Further Resources --
Index --
A --
B --
C --
D --
E --
F --
G --
H --
I --
J --
K --
L --
M --
N --
O --
P --
Q --
R --
S --
T --
U --
V --
W.
Series Title: HR series.
Responsibility: Barbara Kenton and Suzanne Penn.
More information:

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Seeing conflict and change as a source for learning might sound nice, but is hard to accept in the realities of our professional lives. Understanding change and how we deal with change on an Read more...

 
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