Appendix B: For Further Learning


Richard Beckhard and Rueben T. Harris, Organizational Transitions: Managing Complex Change, Addison-Wesley, 1977. A classic, easy-to-understand book on organizational change.

Geoff Bellman, Getting Things When You Are Not in Charge, Second Edition, Berrett-Koehler, 2000. When involving people, there are plenty of times when you are not in charge. Geoff's book offers plenty of practical suggestions on how to engage people in work you need to get done.

Peter Block, The Answer to How Is Yes: Acting On What Matters, Berrett-Koehler, 2002. Shows that the most pragmatic way to answer questions is to pursue them deeply.

Terrence E. Deal and M. K. Key, Ph.D., Corporate Celebration: Play, Purpose, and Profit at Work, Berrett-Koehler, 1998. This practical guide for improving morale and performance examines the importance of celebrations and provides clear guidelines for the design of meaningful, top-flight celebrations.

Roger Fisher,William Ury, and Bruce Patton, Getting to Yes, Second Edition, Penguin, 1991. This book is a classic from the Harvard Negotiation Project. We include it here as a primer on how to understand the underlying interests, needs, and wants of folks you'll be including in your projects. If you can't connect with people about what they care about, they won't connect with you about what you care about.

Robert Fritz, The Path of Least Resistance for Leaders, Berrett-Koehler, 1999. Shows leaders how, when people understand their current reality and the future they want to create, change happens.

Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference, Little, Brown, 2000. The "connectors," "mavens," and "salesmen" Gladwell describes are an interesting twist for you to consider in thinking through whom to involve in your project work. The book is filled with fascinating stories that bring these concepts to life. You get big things done not just by involving people, but by involving the right kind of people at the right times.

Ron Lippitt and Eva Schindler-Rainman, Building the Collaborative Community: Mobilizing Citizens for Action, Riverside Press, University of California, 1980. Seminal thinking on the concept and practice of "preferred futuring" in community settings. Ron and Eva trace its application in more than eighty communities around the world on a wide variety of projects.

Edgar H.Schein, The Corporate Culture Survival Guide, Jossey-Bass, 1999. In this most practical of books, Ed Schein unravels the mystery of corporate culture and how to change it. Combine Schein's ideas with pragmatic involvement and you have a dynamite combination.

Douglas Stone,Bruce Patton, and Sheila Heen, Difficult Conversations: How to Discuss What Matters Most, Viking, 1999. Built on lessons from Getting to Yes, this book zeroes in on how to productively involve others in conversations that are tough and might otherwise be avoided. Effective involvers have to be experts at raising issues without starting a fight, while not ignoring them and paying the price down the line. This book shows you the way out of these dilemmas.

Georg Von Krogh,Kazuo Ichijo, and Ikujiro Nonaka, Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, Oxford University Press, 2000. Tacit Knowledge is the practical how to's that people share with each other. The authors show how to create organizations where knowledge is shared freely.

Marvin Weisbord, Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community, Second Edition, Jossey-Bass, 2004. Marv's book tells the story of involvement. It covers the birth of the field of organization development through to the present day. There's great history here, supplemented by behind-the-scenes stories of the field's giants that shaped thinking and work today.




You Don't Have to Do It Alone(c) How to Involve Others to Get Things Done
You Dont Have to Do It Alone: How to Involve Others to Get Things Done
ISBN: 157675278X
EAN: 2147483647
Year: 2006
Pages: 73

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