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Whole-Scale Change: Unleashing the Magic in Organizations (Dannemiller Tyson Associates) (Paperback)

by Tyson (Author) "Our ever changing environment combined with the warp speed of technology has placed unparalleled demands and expectations on each of us both where we work..." (more)

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Product details

Paperback: 294 pages
Publisher: Berrett-Koehler (1 Oct 2000)
Language English
ISBN-10: 1576750884
ISBN-13: 978-1576750889
Product Dimensions: 22.6 x 15.2 x 2.2 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)

Amazon.co.uk Sales Rank: 986,854 in Books (See Bestsellers in Books)

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Product Description

This work teaches readers how to create new and different approaches to involving and engaging people to achieve rapid and sustainable results where they work. Readers discover ways to engage the whole system in: determining strategic direction; creating agreement and commitment to implementation plans, designing simultaneous and concurrent approaches to creating processes, work systems and organizational structures to support new ways of doing business.

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Our ever changing environment combined with the warp speed of technology has placed unparalleled demands and expectations on each of us both where we work and where we live. Read the first page

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5.0 out of 5 stars Appreciative Inquiry & Participative Managenemt in practice, 9 May 2001

By	Patrick Merlevede (Lembeke, Vlaanderen (Belgium, Europe)) - See all my reviews (TOP 1000 REVIEWER) (REAL NAME)

How can you think positively, involve (litterally) everybody, and make sure that the process is well managed? This book shows the way! I met Kathleen Dannemiller at the first World Congres on Systemic Thinking (May 1-6 2001, Vienna), and I really apreciated the message she had for the public. Probing further, I discovered that the method has generated impressive results as well! One of the examples has been a Whole-Scae process with the people involved in making the Mustang IV a success. At the moment Dannemiller was called in (around 1991), Ford was thinking about dropping the Mustang. In stead of asking what the problems where, people from throughout the organization were asked to dream about the "new" Mustang and how to make this dream come true. that car was developped in about 2 year's time, costed 22% less to build than a Mustang III and had limited problems at introduction. Some people at Ford even quote this car's introduction as "scary", because everything went almost as planned. One would wonder why Murphy's law didn't apply. The answer is simple: all people felt involved and they felt had to make this car a success. If you ask me what's missing? Well, dannemillers knowledge op people skills is "unconcious": her techniques do not cover the emotiunal intelligence one needs to make all this work. But that's where a book such as "7 Steps to Emotional Intelligence" will give you the answers.

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