Organizational Development

Organizational Psychology & Neuroscience Applied to Organizational Change Management

This book presents a new approach to organizational culture based in the ontologies of process metaphysics, complexity theory, and social constructionism. The author shows that most existing definitions of organizational culture are inadequate and argues that organizational culture is socially constructed, building on Schein's idea that culture emerges as a dynamic response to problem solving by the organization’s members. Through several case studies, he demonstrates that neglecting an organization's culture is responsible for the failures of organizational change efforts and shows how using this new model will lead to improved results. This book will be a valuable resources to anyone interested in organizational studies.

by Julie Hodges (Author)
The success of organizational change in a world of increasing volatility is highly dependent on the advocacy of stakeholders

Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change. In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs.