Managing Change, Creativity and Innovation 3e Patrick Dawson

A fresh approach to managing organizational change by looking at it as complex, dynamic and messy as opposed to a series of neat, linear stages and processes leading to success.

Key to the approach is the idea that change, creativity and innovation all overlap and interconnect rather than being three separate areas of study and that managing the three together is central to organizations having the competitive edge in developing new technologies and techniques, products and services.

The book continues to offer practical guidelines as well as a theoretical understanding of change, creativity and innovation. It delivers an equal balance of critical perspectives and sound ideas for organizational change and development and presents the idea that change can be proactive, driven by creativity and innovation.

The new edition includes additional change management content including learning, personal change, managing the self, employability, developments in conventional Organizational Development and new emergent forms including appreciative inquiry. Along with a series of rich international case studies, including TNT Australia, Amazon, Leeds Rhinos, Jerusalem Paints, Alpha Pro Pump and KPMG.

It is supported by a range of learning and revision aids including reflective exercises, review and discussion questions and hands-on research tasks. All of which help students to reflect on the material covered and provide a source for more open group discussion and debate.

PART ONE: Setting the Scene: The Changing Landscape of Business Organizations

Chapter 1: Introduction Chapter 2: The Process of Change, Creativity and Innovation Chapter 3: A Brief History of Management Thought in the Development of Concepts, Theories and Business Practice

PART TWO: Change and Innovation in Organizations

Chapter 4: Classifying Theories of Organizational Change Chapter 5: Change Management Practice: Choice, Lessons Learned and Key Considerations Chapter 6: Human Dimensions: Readiness, Time Perspectives, Communication, Power, Politics and Resistance Chapter 7: Conventional Frameworks: Planning, Diagnostics and Sequence Chapter 8: New Developments and Postmodern Ideas: Dialogue and Meaning Chapter 9: The Processual Turn: Politics, Context and Time

PART THREE: Creativity, Innovation and Change in Organizations

Chapter 10: Creative Industries, Innovative Cities and Changing Worlds Chapter 11: The Individual: Promoting Critical Thinking Chapter 12: The Group: Nurturing Teamwork Chapter 13: The Leader: Promoting New Ideas at Work Chapter 14: The Internal Environment: Orchestrating Structure, Systems and Resources Chapter 15: Culture: Enabling and Constraining Creative Processes at Work Chapter 16: Conclusion