Green, Prof. Diana Margaret, (Mrs J. W. Davy), (born 10 April 1943), leadership, organisational development and change management consultant; Founder and Director, Diana Green Consultancy Ltd, 2008–12

2007 ◽  
Keyword(s):  
Change Management ◽  
Organisational Development ◽  
Management Consultant

Discovering the Root Causes of Success

2020 ◽  
pp. 119-132
Author(s):  
Anindita Majumdar
Keyword(s):  
Problem Solving ◽  
Positive Psychology ◽  
Change Management ◽  
Appreciative Inquiry ◽  
Deficit Thinking ◽  
Organisational Development ◽  
Positive Approach ◽  
Strength Based ◽  
Inquiry Method ◽  
Do So

Inspired from the movement of positive psychology, appreciative inquiry (AI) contributed immensely and continues to do so in organisational development (OD) from every aspect. As it is driven by the strength-based possibility-focused thinking approach, rather than the deficit thinking approach of problem solving inquiry method, appreciative inquiry helps in creating an overall positive environment in the organisation (practice of positive OD). The scope of appreciative inquiry, thus, is not only limited to organisational problem diagnosis and therapeutic realm, but has also spread out its wings in communication and relation building, change management, development programmes, and many more. This chapter, hence, has tried to emphasise and briefly discuss appreciative inquiry's vast scope, contribution, and positive approach in the sphere of organisational development.

Change Management and Devops: Back to the Future

ITNOW ◽  
2019 ◽  
Vol 61 (3) ◽  
pp. 60-61
Author(s):  
Tracey Torble
Keyword(s):  
Change Management ◽  
Service Management ◽  
It Service Management ◽  
It Service ◽  
Management Consultant ◽  
The Future

Abstract Tracey Torble, IT service management consultant and author of Change Manager (a BCS publication) considers the role of change management in an agile world

The Relevance of Agile Change Management in a Dynamic Business Environment

2022 ◽  
Vol 5 (1) ◽  
pp. 17
Author(s):  
Elena Grocholski
Keyword(s):  
Content Analysis ◽  
Change Management ◽  
Business Environment ◽  
Organisational Development ◽  
Self Organisation ◽  
Management Approaches ◽  
Context Specific ◽  
Research Show

Conventional change management approaches are increasingly reaching their limits in a business environment characterised by volatility, dynamics and complexity. In other contexts, attempts are often made to counter these aspects with agile approaches. The extent to which this also makes sense in the field of change management has not been frequently investigated to date. The aim of this paper is therefore to examine the extent to which agile change management contributes to the successful handling of changes in a dynamic business environment. For this purpose, 30 interviews were conducted with change management and organisational development experts from various small, medium-sized, and large companies in Germany. The data obtained was primarily analysed qualitatively, using a structuring content analysis according to Mayring (2015). The results of the research show that change management can strongly benefit from agility. In particular, this is the case with respect to self-organisation, iteration, and experimentation. Agile change management makes sense even in more conventional, hierarchical organisations. However, there are indeed organisation-, project- or context-specific characteristics that speak particularly in favour of the use of agile change management approaches or make more conventional change management approaches seem more reasonable. Often, it is even advisable to use a clever mixture of both.

Ready for Business: An Anthropology Graduate as Change Management Consultant

2021 ◽  
Vol 10 (1) ◽  
pp. 161-181
Author(s):  
Siew-Peng Lee
Keyword(s):  
Change Management ◽  
Management Consulting ◽  
Social Anthropology ◽  
Undergraduate Training ◽  
Business World ◽  
Anthropological Theory ◽  
Management Consultant ◽  
Business Goals ◽  
Training Materials ◽  
Model Of Management

This paper is a historical, confessional and ethnographic account of a former change management consultant in a global consulting firm who later went on to complete a PhD in social anthropology. Locating herself as both the researcher and informant, the writer gives her ‘native’ account of one model of management consulting that was based on a proprietary ‘method’. She notes how her undergraduate training in anthropology made her a more effective consultant as she tried to make sense of the culture of various client organizations for the specific purpose of designing and developing training materials. By mapping the ways in which anthropological theory and methodology could be aligned to meet the business goals of her clients, the paper aims to persuade both prospective employers and students alike to see how anthropology can be applied effectively in the business world.

Sign in / Sign up

Export Citation Format

Share Document