Dynamics of Organizational Change and Learning

Jaap J. Boonstra, Sioo, Inter-university Centre forOrganizational Change and Learning, Admiraal Helfrichlaan 1, 3527KV Utrecht, The NetherlandsJaap Boonstra is a Professor of Organizational Change andDevelopment in the Faculty of Social and Behavioural Sciences atthe University of Amsterdam, The Netherlands. He is also Dean andScientific Director of Sioo, Inter-university Centre forOrganizational Change and Learning. Founded by the Dutchuniversities, Sioo has been the bridge between scientificallyfounded theory and the practice of organizational and changeprocesses in the Netherlands since 1958. He is also a visitingprofessor in Esade Business School in Barcelona, Spain. He is aresearch fellow and member of the scientific staff of TheNetherlands School of Communications Research and the AmsterdamSchool of Social Research.After studying social and organizational psychology at LeidenUniversity, The Netherlands, he obtained his doctorate with athesis on integral organizational development and management ofcomplex change processes. Previously, he was Associate Professor inorganizational psychology at Leiden University, and hasworked as aconsultant, researcher, and managing partner at the ResearchFoundation for NewTechnology and Organizational Development.He lectures on the management of change, strategic decision-making,power and politics in organizations, and organizational learning.He has conducted research into the social and organizationalaspects of technological innovations, sustainable development andchange of organizations, strategic decision-making, and innovation.His research interests focus on barriers to organizational changeand innovation, power dynamics in organizational change,sustainable development of organizations, democratic governance,and societal development.He has published over a hundred articles on technological andorganizational innovation, management of organizational change,organizational learning, politics in organizations, strategicdecision-making and fundamental change programmes in the servicesector, and public administration in the Academy of ManagementReview, Concepts and Transformations, the EuropeanJournal of Work and Organizational Psychology, and AppliedPsychology: An International Review. He is a member of theeditorial board of several journals. Recently, he published a bookon designing and developing organizations, and edited a specialissue of the European Journal of Work and OrganizationalPsychology on power dynamics and organizational change.

• About the Editor viiAbout the Contributors ixSeries Preface xvPreface xviiAcknowledgements xxIntroduction 1Jaap BoonstraPart I Fundamentals and Practices in Organization Development1 Organization Development and Change: Foundations and Applications 25Thomas Cummings2 Open Systems Theory: Implications for Development and Learning 43Merrelyn Emery3 Organizing Change Processes: Cornerstones, Methods, and Strategies 71Morten Levin4 Art and Wisdom in Choosing Change Strategies: A Critical Reflection 85Marc Buelens and Geert DevosPart II Designing and Organizing Organizational Change5 Change Architecture: Designing and Organizing the Process of Change 101Colin Carnall6 Managing Change Successfully: Core Questions, Issues, and Strategies 115Klaus Doppler7 Organizational Change: Strategies and Interventions 133Elise Walton and Michael Russell8 Dilemmas and Paradoxes in Organizing Change Processes: A Critical Reflection 149Luc Hoebeke Copyrighted MaterialPart III Organizing, Changing, and Learning in Ambiguous Contexts9 Organizational Change and Development: Episodic and Continuous Changing 177Karl Weick and Robert Quinn10 Thinking about Change in Different Colours: Multiplicity in Change Processes 197Léon de Caluwé and Hans Vermaak11 Beyond Implementation: Co-creation in Change and Development 227André Wierdsma12 Change Works: A Critical Construction 259Dian Marie HoskingPart IV Power Dynamics and Organizational Change13 Power Dynamics in Organizational Change: A Multi-perspective Approach 279Patricia Bradshaw and Jaap Boonstra14 Interactions in Organizational Change: Using Influence Tactics to Initiate Change 301Gary Yukl15 Power and Collaboration: Methodologies for Working Together in Change 317Kilian Bennebroek Gravenhorst and Roeland in ’t Veld16 Power and Change: A Critical Reflection 343Cynthia Hardy and Stewart CleggPart V Learning and Developing for Sustainable Change17 Learning in Organizations: Schools of Thought and Current Challenges 371Alfons Sauquet18 Double-loop Learning and Organizational Change: Facilitating Transformational Change 389Chris Argyris19 Learning and Sustainable Change: Designing Learning Spaces 403Gerhard Smid and Ronald Beckett20 Knowledge, Learning, and Organizational Embeddedness: A Critical Reflection 429Alice LamConclusion: Some Reflections and Perspectives on Organizing, Changing, and Learning 447Jaap BoonstraIndex 477