Challenging Thought and Action To order this title, and for more information, click here
By Barbara Kenton, Freelance HR Consultant and Director of WHooSH, Whole Systems Health, UK Suzanne Penn, Independent facilitator, consultant and writer and lead tutor on the MSc in People and Organization Development Programme at the Roffey Park Institute.
Description The cost to business of unresolved conflicts is high; tribunals, loss of productivity, resignations and damaged reputations are serious
consequences for all concerned. With increased organizational change in the form of changes in leadership, restructuring, downsizing,
matrix management, mergers, acquisitions and systems changes comes increased political activity and the potential for either increased
learning and growth or tension and unproductive conflict.
Change agents, HR practitioners and managers need to be skilled at empowering
others to use or resolve conflict effectively for a more productive working environment and greater employee satisfaction. Change,
Conflict and Community 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 is ever present in the organization
* How to work more effectively with the dynamic relationship between change and conflict
* How the idea of ?community? can help us to
work with the energy of change and human interaction
Barbara Kenton is a freelance consultant and Director of WHooSH Whole Systems Health.
She is an experienced consultant, mediator, facilitator, coach and trainer with over 25 years' experience as a manager and development
specialist working with individuals, teams and organizations both in the UK and internationally. She has published a number of articles
on the role of the internal consultant and challenges facing those in HR. She is a qualified workplace and community mediator.
Suzanne
Penn is an independent consultant, facilitator and coach with 20 years' experience in the HR and Organization Development field. She
has worked as an internal and an external practitioner across all sectors and industries in the UK, mainland Europe and the US. A previous
Assistant Director at Roffey Park Management Institute, she brings to this book particular expertise in leadership development, group
facilitation, strategic HR and organizational change and culture.
The HR Series
The HR Series is edited by Julie
Beardwell, Principal Lecturer in Human Resource Management at DeMonfort University, and Linda Holbeche, Director of Research and Policy
at CIPD, and is designed to plug the gap between theory and implementation. The books draw on live examples of strategic HR in practice
and offer practical insights into how to transform individual and functional delivery to improve value-added. Intended for serious HR
professionals who aspire to make a real difference within their organization, The HR Series provides resources to inform, empower and
inspire the HR leaders of the future.
Audience
HR OD and change practitioners; internal and external HR consultants.
Contents List of Figures
List of Tables
Foreword
Acknowledgements
Chapter 1: Introduction
Chapter 2: Making sense of change
Chapter 3: Pattern
past
Chapter 4: Change and conflict – a chicken and egg debate?
Chapter 5: Resolving conflicts
Chapter 6: From conflict to collaboration
Chapter 7: Learning through change
Chapter 8: Energising the organisation
Chapter 9: Holistically healthy organisations
Chapter 10:The
bigger picture: community
Introduction to Case Studies
Case studies
1. Affinity Sutton
2. Portsmouth NHS Trust
3. Red Bee
4. Hampshire
Fire & Rescue Service
5. O2 – ?A better place?
6. Organisational health from a Gestalt perspective
7. A change agent's story
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