Helps leaders at various organizational levels to understand why low levels of organizational learning persists and change efforts fail. This book describes actual project designs, experiences, techniques and results within an overall framework that emphasizes the roles and interconnectedness of individuals, leaders, and groups.
This book takes a critical look at organizational learning and change management from a leadership perspective in late 20th century organizations. The authors argue that the dynamics that restrain the efforts of leaders transcend personal attributes and leadership styles. They are rooted in the nature of work and restitutions and the histories and culture of the organizations themselves.
"A truly timely and insightful analysis of prevailing change management practices and assumptions. The authors skillfully integrate objective structure-oriented models with the powerful relational dynamics of organizational cultures that influence and drive successful organizational performance. Seriously researched and documented methodologies validate this counter-reductionism paradigm of leadership. Leaders and professionals will find Beyond Reductionism an intriguing, unconventional and practical approach to the challenges of effective learning and change."-Dr. Roger W. Birkman, Chairman of the Board, Birkman International, Inc."This wonderful book helps to explain the working components of effective leadership and the natural barriers working against its success. It's a great tool for implementing change in your organization"-Gordon M. Bethune, Chairman of the Board and CEO, Continental Airlines, Inc."Instead of creating the next 'easy fix' band wagon for corporate leaders to jump on, Neil Douglas and Terry Wykowski have designed a method for blending the objective with the subjective factors of a situation for a lasting solution. In their book, they explain the complex nature of organizations and point out an alternative for the 'quick fix' solution that is designed to allow them to meet their highest potential."-Kathleen Kelley, Manager of Employee and Organizational Development, Enron Capital and Trade Resources CorporationPromo Copy
