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Leading organizational change using action learning (English Edition) di [Freedman, Arthur M., Leonard, H. Skipton]
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Leading organizational change using action learning (English Edition) Formato Kindle

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Lunghezza: 132 pagine Word Wise: Abilitato Lingua: Inglese

Descrizione prodotto


Organizations in all sectors and in all industries are and will continue to be confronted by the challenge of multiple changes in their external environments. For example, creation of disruptive technologies, fluctuating economies, increasing or decreasing governmental regulations, demographic shifts, human and natural disasters, expanding globalism, and aggressive competition. As the environmental landscape changes unpredictably along many different dimensions, organizations must recognize and adapt to the discontinuous threats and opportunities that these changes create. This calls for organizations themselves to change in ways that their unique histories have not prepared them. Thus, organizations today need effective tools to enable them to quickly create solutions for complex, systemic, important, unprecedented problems. Organizations must also learn from their experiences in creating such solutions: high potential managers must acquire executive-level knowledge, skills, and attitudes; problem solving team members must learn how to develop high performing teams; team members must learn how to deal with problems among interdependent subsystems and between their organization and its various stakeholders. These are the areas in which action learning makes a powerful and enduring impact.
This book is intended for leaders at all organizational levels who are contemplating leading, planning, and managing complex systems change using action learning. It has two parts. In part I, the authors use a series of questionnaires to enable organizational leaders to make informed decisions about the kinds and types of consultants they might engage to assist them in leading transformational, unprecedented organizational change and leadership development programs. The types of consultants considered are contract employees (extra-pairs-of-hands), trainer-educators, technical experts (techsperts) and subject matter experts (SMEs), consulting organizational psychologists (COPs) and organization development and change (OD&C) practitioners, task or process facilitators, and action learning team coaches. The authors encourage leaders to avoid all or nothing choices and to consider, instead, employing a mix of types of consultants to be deployed where each type is best suited to be of assistance. Multidisciplinary consulting teams are encouraged.
Part II focuses on the requisite infrastructure for action learning projects and the role responsibilities that leaders must assume to assure the success of these efforts. The authors provide a detailed description of the essential elements of an effective action learning project. These are:
1.Compelling, important, urgent, complex, unprecedented problems
2.The action learning team
3.The questioning and reflection process
4.The commitment to taking action
5.The commitment to learning
6.The action learning team coach
For each element, the authors provide detailed descriptions of essential leadership functions and the common issues that emerge. We provide advice to leaders on actions they can take to solve emerging project management problems and to learn from the experiences. The contributions of action learning to the process of developing a learning organization is also explored.


Arthur M. Freedman, MBA, Ph.D. is a licensed consulting organizational psychologist specializing in action learning coaching, executive coaching, leadership development, organization development, and planning and implementing complex organizational change. He has consulted throughout the world. He is an Adjunct Professor in the MBA Program, Carey Business School, Johns Hopkins University and Visiting Scholar, University of Pennsylvania. He received many awards: 1994 RHR International Award for Excellence in Consulting Psychology; Elliott Jaques Award for the outstanding Consulting Psychology Journal article of 1997; 2007 Levinson Award for Exceptional Contributions to Organizational Consulting Psychology; Hall of Fame Award from the National Hispanic Institute in 2011; 2012 Distinguished Psychologist in Management award from the Society of Psychologists in Management. Skipton Leonard, Ph.D. is a social and organizational psychologist. He is Principal and Managing Director for Learning Thru Action, LLC, providing action-based solutions for developing people and organizations. Skip was a Vice President and Executive Consultant with Personnel Decisions International (PDI). Over the years, Skip has consulted with numerous Fortune 500 and Global 1000 companies, NGOs, and US government agencies and institutes. He is an adjunct professor, Carey School of Business, Johns Hopkins University. He is a licensed psychologist in Virginia. Skip is a Member of the American Psychological Association, Past-President and Fellow of the Society of Consulting Psychology, and founding editor of the Consulting Psychology Journal. He received such awards as the Chairman's Award for Innovation (PDI), The Founders Award by NYU, and a special commendation for leadership from the Society of Consulting Psychology. Drs. Freedman and Leonard have many books, book chapters, articles, and professional presentations including: Leonard, H.S., Lewis, R., Freedman, A.M. & Passmore. J. (Eds.) (2013). The Wiley-Blackwell Handbook of the Psychology of Leadership, Change & OD. Chichester, UK: Wiley-Blackwell. Marquardt, M., Leonard, H.S., Freedman, A.M., Hill, C. (2009). Action learning for developing leaders and organizations: principles, strategies, and cases. Washington: American Psychological Association Press. Hill, C., Leonard, H.S., and Sokol, M. (2006). Action learning guide: real learning, real results. Minneapolis: Personnel Decisions International Press.

Dettagli prodotto

  • Formato: Formato Kindle
  • Dimensioni file: 1457 KB
  • Lunghezza stampa: 132
  • Editore: Reston, VA: Learning thru Action (21 maggio 2013)
  • Venduto da: Amazon Media EU S.à r.l.
  • Lingua: Inglese
  • Da testo a voce: Abilitato
  • X-Ray:
  • Word Wise: Abilitato
  • Miglioramenti tipografici: Non abilitato
  • Media recensioni: Recensisci per primo questo articolo
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Le recensioni clienti più utili su (beta) (Potrebbero essere presenti recensioni del programma "Early Reviewer Rewards") 4.6 su 5 stelle 10 recensioni
5.0 su 5 stelle An organizational resource for these unprecedented times 15 luglio 2013
Di JI - Pubblicato su
Formato: Copertina flessibile Acquisto verificato
The economic landscape is changing at an unprecedented rate and organizations must recognize the threats and opportunities that these changes create or risk disappearing. This means that many organizations must change in ways they are not prepared for. This book is an excellent resource for leaders who are facing such challenges. It begins by helping them assess which type of consultants is best suited for assisting them in addressing these conditions while thriving in the process. It then makes the case for Action Learning as one of the most effective tools for enabling the organization to quickly create solutions for such complex, systemic, unprecedented problems. It provides a superb road map for how leaders can ensure the success of these programs in their organizations. For leaders facing disruptive technologies, fluctuating economies, changing governmental regulations, expanding globalism, or aggressive competition, and for the consultants hired to help them, this is a must read.
Joanne Boyd Irving, PhD., Managing Partner, The Chrysalis Group
5.0 su 5 stelle Handing over to an Organizational Leader the experience and wisdom from Masters of Managing Change 1 gennaio 2014
Di Povilas Banaitis - Pubblicato su
Formato: Copertina flessibile Acquisto verificato
Speaking from the seat of their deep experience, Freedman and Leonard address the one who is ultimately accountable for the success of an organizational change - the executive leader. A simple to understand and follow recipe for success, no hidden ingredients, all perspectives taken into account.
The book can be read to enhance ones programmed knowledge, but more importantly - can serve as a step-by-step guide in setting up a successful complex organizational change project, involving executives, change sponsors, project teams, technical consultants, educators and change coaches.
Action Learning clearly positioned and well explained, with focus kept on the success of the organization first, the method serving merely as a tool.
3.0 su 5 stelle A lot of content but could have been more compact 11 febbraio 2014
Di heartofshepherd - Pubblicato su
Formato: Formato Kindle Acquisto verificato
As a practitioner, I have mixed feeling to this book. It has a lot of good and practical content from a "technical" standpoint, but I find reading it to be tedious. Quite a fair bit of repetition in the book. If it is to serve fully to the technical purpose, a lot of what is written could be summarized or presented in a diagrammatic or chart form, just like a handbook or a manual.
5.0 su 5 stelle Good read for both internal and external consultants 16 giugno 2013
Di ng choon seng - Pubblicato su
Formato: Copertina flessibile Acquisto verificato
What I enjoy about this book is that it covers different perspectives from different state holders in leading organisational change. As an action learning practitioner, I am glad Arthur and Skip recommends the WIAL Action Learning approach and shares how Action Learning can be used to lead organisational change.

It is scholarly and yet easy to read for anyone who wants to lead change in an organisation.
5.0 su 5 stelle Years of experience summarized 2 agosto 2013
Di Jayan - Pubblicato su
Formato: Copertina flessibile
Arthur and Skip have years of experience leading change projects in organizations, they have distilled their rich experience and condensed them into a few pages. The book is a great resource for anyone who is planning to lead a change initiative. The book clearly starts on challenging the role and the value of an external consultant - what do we expect of her and how do we make a decision about the 'right' consultant. The consultant's mindset and the approach to change comes under scrutiny, in light of the needs of the organization. Skip and Arthur had been direct and forthright in calling out blind spots and mistakes one need to avid in making this important decision. The authors build a business case for Action Learning as a preferred tool for change considering, learning is as important as getting the work done. The authors clearly illustrate the process and the benefits of Action Learning and how it helps build internal capabilities within the organization rather than benign dependent for ever on external consultants.

The book is something that will capture the attention of even the experienced OD consultants since the authors make the point that change initiatives have to be designed with the complete involvement and participation of the staff, leaders and consultants/experts. The authors also emphasize the importance of learning together from the experience rather than being taught about the experience. Action Learning is a long term commitment for an organization and it can double the returns if designed and executed properly. This book provides all the practical thinking points for a team considering organizational change using Action Learning. The book has pictures though not attractive enough, conveys the concepts very well. The language is to the point and simple enough for anyone to comprehend.
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