Productive Workplaces by Weisbord, Marvin R. -- Read -- Imperial Library of Trantor

Index

Cover Endorsement About This Book

Why is this topic important? What can you achieve with this book? How is this book organized? What other Productive Workplaces resources are available?

Title Page Copyright Dedication Other Books by Marvin R. Weisbord Updates from the Field Foreword: The Existential Question Preface: Welcome to Productive Workplaces, 25th Anniversary Edition Introduction: Getting the Most from Productive Workplaces

Purpose and Intent How Do You “Build In” Follow-Up? Who Might Benefit from This Book? Three Major Themes Overview of the Contents What You Will NOT Find in This Edition Appreciating the Limits

Part One: Mythology and Managing

Chapter One: A Mythology of Organizational Change

Myth 1: Changes Are Sustainable Myth 2: Training Will Fix It Myth 3: Profit Rules Myth 4: Fortune 500s Are Forever Myth 5: Organizations Learn Myth 6: Layoffs Improve Bottom Lines Myth 7: Hard Data Motivates Skeptics Myth 8: Diagnosis Solves the Problem Myth 9: The Technology-Saves-Time Myth Myth 10: Meetings Undermine Work

Chapter Two: How I Learned to Manage by Managing

Introduction to Theory Y The Initial Project: Multi-Skilled Teams Successes The Transformation of a Family Enterprise (2003) From Work Team to Team of One

Part Two: Searching for Productive Workplaces

Chapter Three: Scientific Management: A Tale of Two Taylors

Quaker Pacifist: Social Consciousness and Wealth Taylor the Pioneer Consultant

Chapter Four: Taylor Invents a New Profession

Extending Taylorism Learning from Taylorism

Chapter Five: Action Research: Lewin Revises Taylorism

Lewin's Contributions to Management From East Prussia to Iowa Studying Groups

Chapter Six: Lewin's Legacy to Management

The Power of Participation Reducing Resistance to Change Action Research Today From Research to Real Life Limits of Sensitivity Training

Chapter Seven: The Transition to Experiential Learning

Epilogue 2010

Chapter Eight: McGregor and the Roots of Organization Development

McGregor and Taylor A Family with a Mission McGregor's Influence Theories X and Y A New Prescription Labor Relations Manager: Dewey and Almy

Chapter Nine: Theories X and Y for a New Generation

McGregor at Antioch Creating a Classic A New Look at X and Y: Two Selves in Each of Us

Chapter Ten: Emery and Trist Redefine the Workplace

Sociotechnical Systems: Choice, Not Chance Tavistock Institute Bion's Group Theory Industrial Action Research in a Yorkshire Coal Mine A Paradigm Shift Enter Emery and Open Systems

Chapter Eleven: Learning to Work in a New Paradigm

Work As a Systems Problem Major New Concepts The Knowledge Revolution The “Turbulent” Environment Communities, States, Nations Remembering Eric Trist and Fred Emery A Collaboration Resumed

Part Three: Learning from Experience

Chapter Twelve: Putting Action Research to Work

Going Beyond Taylor Adding Action to Research A New Look at Expert Problem Solving Likert's Refinements Task Forces

Chapter Thirteen: Rethinking Diagnosis and Action

Turnover Update at Food Services Chem Corp Twenty Years Later Inventing “Local Theory” Packaging Plant Revisited Learning from “the Environment” Searching for Solcorp

Chapter Fourteen: Managing and Consulting in Permanent White Water

Process Thinking Unfreezing, Moving, Refreezing Change Theory Four Cases Revisited Rethinking Lewin

Chapter Fifteen: Involving Everyone to Improve the Whole

Medical School Revisited (2003) Printing Inc. Revisited (2002) The Case for Process-Focused Assessment

Chapter Sixteen: Revising Theories of What Works

The DIAGNOSIS: Great Differentiation, Little Integration Output- Versus Input-Focused Organizations The PRESCRIPTION: Training as Action Research Building on Individual Autonomy No Right Answers Finding an Organizational Solution Learning from Experience Whence Cometh New Behavior?

Chapter Seventeen: Making Systems Thinking Experiential

Getting Ready for Labor-Management Cooperation Sparrows Point Plate Mill, 1981 A Two-Week Systems Workshop Experiencing the Whole System Systems Thinking as Systems Doing Sparrows Point Fifteen Years Later Bethlehem Steel in the 21st Century

Part Four: Integrating the Past into the Present

Emerging New Millennium Practices Chapter Eighteen: 21st Century Managing and Consulting

Guideline 1: Assess the Potential for Action Guideline 2: Get the Whole System in the Room Guideline 3: Focus on the Future Guideline 4: Structure Tasks That People Can Do for Themselves New Way of Consulting

Chapter Nineteen: Changing Everything at Once

A Division in Trouble: Technology Meets Economic Limits Building a Company-Wide Mandate Mobilizing a Productive Workplace Can This Business Survive? Medical Products Fifteen Years Later Together Again! Implications for Practitioners

Chapter Twenty: Teamwork in a Fast-Changing World

Teams and Team Building Practical Theory Adding Teamwork to Effectiveness The Future of Team Building

Chapter Twenty-One: Designing Work for Learning and Self-Control

Designing New Structures Implementing New Work Designs Virtual Teams in the 21st Century Back to Group Dynamics

Chapter Twenty-Two: Future Search: The Whole System in the Room

Principles Over Techniques Development of Future Search Principles Principles from Eric Trist and Fred Emery Design Dilemmas of Searching Parallel Universes Principles from Lippitt and Schindler-Rainman Honoring the Pioneers

Chapter Twenty-Three: Cross-Cultural Future Searching

Reaffirming Self-Management Merging Future Search and Work Design Training Practitioners Launching a Future Search Network A Network in Action Ripples in the Stream of Social Change Why Was This Happening? Redefining Future Search

Part Five: Learning Then and Now

Chapter Twenty-Four: Ten Cases Decades Later: What's Sustainable About “Change”?

Q: What Led People to Undertake These Projects? Q: How Did I Decide What Methods to Use? Q: What Became of These Workplaces Years Later? Q: Do These Cases Represent “Culture Change”? Q: Did the Circles Get Bigger in the Ten Case Examples? Q: How Can I Be so Sure That Making the Circle Bigger Has Both Economic and Social Benefits? Q: What Comes After? Are There Natural Limits to This Work?

Chapter Twenty-Five: Changing the World One Meeting at a Time

The Allure of Ever-Larger Groups Everybody Improves Whole Systems What Will Work for YOU? Events Versus Processes What You Do Today Resonates Everywhere Technology, Again

Chapter Twenty-Six: The Future Never Comes, It's Already Here

Leftover Questions What Managers and Consultants Are Learning to Do Working in Workplaces Means Working on Yourself Political Democracy and New Technologies The Time Is Now

References Acknowledgments About the Author Index

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