Gervase R. Bushe and Robert J. Marshak
Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the…
Abstract
Extending the argument made in Bushe and Marshak (2009) of the emergence of a new species of Organization Development (OD) that we label Dialogic, to differentiate it from the foundational Diagnostic form, we argue that how any OD method is used in practice will be depend on the mindset of the practitioner. Six variants of Dialogic OD practice are reviewed and compared to aid in identification of a Weberian ideal-type Dialogic Mindset, consisting of eight premises that distinguish it from the foundational Diagnostic Mindset. Three core change processes that underlie all successful Dialogic OD processes are proposed, and suggestions for future research offered.
The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations…
Abstract
Purpose
The purpose of this paper is to challenge how we have traditionally thought about organisations and introduce two frameworks to enable us to understand how change in organisations might be facilitated better.
Design/methodology/approach
The paper discusses organisations as complex adaptive systems and uses complexity theory to inform two new frameworks for facilitating organisational learning and change.
Findings
In order for organisational learning to occur we need to change our mind-set of how we see organisations and to think of learning not just as individual but also as generative “communicative action” that emerge out of collaborative relationships.
Research limitations/implications
The frameworks proposed are grounded in organisational learning literature and the experience of the author. The proposed agenda for organisational learning has yet to be acted upon and evaluated.
Practical implications
The frameworks can be used to enhance understanding of learning and change in organisations. The agenda for enabling organisational transformation identifies key steps to put the ideas developed in the paper into practice.
Social implications
The approach advocated for use within organisations is one of empowerment and collaboration rather than top down direction.
Originality/value
The paper introduces new frameworks and a practical agenda to bring about organisational transformation through work-applied learning.
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The paper examines three English research papers on self-neglect, from 1957, 1966 and 1975, discussing them in the context of more recent thinking and the statutory framework in…
Abstract
Purpose
The paper examines three English research papers on self-neglect, from 1957, 1966 and 1975, discussing them in the context of more recent thinking and the statutory framework in England.
Design/methodology/approach
In reviewing the three research papers, developments and points of continuity in the field of self-neglect were identified and are discussed in this paper.
Findings
In light of the findings of the three articles, the present paper traces some of the classificatory refinements in this field that have taken place since the papers were published, notably in respect of hoarding and severe domestic squalor. Some of the difficulties in making judgements about behaviour thought to breach societal norms are described, and the challenges practitioners face in intervening in cases, particularly where the person concerned is refusing assistance, are examined.
Originality/value
By drawing on the historical research context, the paper contributes to our current understanding of the field of self-neglect.
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Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the…
Abstract
Suggests that consultants have tended to understand organizational systems in terms of organic metaphors of equilibrium adaptations between system and environment. Examines the implications of ideas from the study of complex adaptive systems that suggest that living systems co‐evolve to far‐from‐equilibrium conditions, “at the edge of chaos”. Takes this perspective for understanding the interactions occurring simultaneously in an organization’s designed or formal network of relationships, and in its self‐organizing or shadow networks. Provides illustrations from the author’s consulting practice to suggest how such a perspective may inform OD intervention in organizational culture change.
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The purpose of this paper is to describe Norfolk and Suffolk NHS Foundation Trust's journey of developing more recovery-focused services from two perspectives: that of the Trust…
Abstract
Purpose
The purpose of this paper is to describe Norfolk and Suffolk NHS Foundation Trust's journey of developing more recovery-focused services from two perspectives: that of the Trust project lead for recovery and that of a Recovery College Student and Peer Support Worker.
Design/methodology/approach
First person, narrative account from the Trust project lead for recovery and that of a Recovery College Student and Peer Support Worker.
Findings
Reflective account describing process and progress made towards establishing a Recovery College and Peer Support Worker Posts in Clinical Teams.
Originality/value
An original viewpoint on the process of developing more recovery-focused services.
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VINE is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of library housekeeping processes, principally in the…
Abstract
VINE is produced at least four times a year with the object of providing up‐to‐date news of work being done in the automation of library housekeeping processes, principally in the UK. It is edited and substantially written by Tony McSean, Information Officer for Library Automation based in Southampton University Library and supported by a grant from the British Library Research and Development Department. Copyright for VINE articles rests with the British Library Board, but opinions expressed in VINE do not necessarily reflect the views and policies of the British Library. The subscription to VINE is £17 per annum and the period runs from January to December.
Introduces the cyclic nature of all experience as it is understoodin Gestalt terms. Reports on the author′s opinion that in trainingpeople in counselling skills to help…
Abstract
Introduces the cyclic nature of all experience as it is understood in Gestalt terms. Reports on the author′s opinion that in training people in counselling skills to help individuals deal with being made redundant, it is useful to use the idea of a cycle of human experience. This helps practitioners understand the different phases and reactions of individuals to major life events such as redundancy, and also to locate different counselling skills at different points of the cycle.
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The article seeks to differentiate counselling and psychotherapy sothat users can distinguish between different kinds of service provision.Roles, functions, qualifications…
Abstract
The article seeks to differentiate counselling and psychotherapy so that users can distinguish between different kinds of service provision. Roles, functions, qualifications, training, areas of competence, distinctive focus and professional organisations are specifically defined for counsellors and psychotherapists. The article similarly but more briefly describes the “core professions”: psychiatrist, psychologist; clinical, occupational and counselling psychologists. Emphasis is placed on areas in common and the value of counselling.
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Gregory Stewart, Patricia Bradd, Tish Bruce, Thomas Chapman, Brendon McDougall, Daniel Shaw and Linda Soars
The purpose of this paper is to describe the recent efforts of a large publicly funded healthcare organisation in Sydney, Australia to implement integrated care (IC) “at scale and…
Abstract
Purpose
The purpose of this paper is to describe the recent efforts of a large publicly funded healthcare organisation in Sydney, Australia to implement integrated care (IC) “at scale and pace” in the messy, real-world context of a District Health Service.
Design/methodology/approach
The paper outlines the theoretical and practical considerations used to design and develop a localised IC Strategy informed by the “House of Care” model (NHS England, 2016).
Findings
The need for cross-agency partnership, a shared narrative, joint leadership and an IC Strategy underpinned by proven theoretical models model is described.
Originality/value
This paper highlights key factors relating to implementation and evaluation of a local IC Strategy in the real world.