Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Using Integrative Development to Create a Coaching Culture in a Professional Services Firm

2019 ◽  
pp. 506-514
Author(s):  
David B. Drake
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Adult Development ◽  
Case History ◽  
Organization Development ◽  
Professional Services ◽  
Evidence Based ◽  
Coaching Training ◽  
Professional Services Firm ◽  
Training Organization

This reflective case history introduces integrative development (ID) as an approach for evidence-based organizational change and development initiatives. ID brings adult development and organization development into a unified theory, and it aligns three human resource development disciplines (coaching, training, organization development) into a unified set of practices. The case history outlines how narrative coaching, an ID-based methodology, was used in creating a coaching culture in a professional services firm and offers principles and recommendations for EBOCD practitioners.

Organizational Change for the Human Services

2021 ◽  
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Change Process ◽  
Team Building ◽  
Change Leadership ◽  
Service Organizations ◽  
Evidence Based ◽  
Case Examples ◽  
Arc Model ◽  
Organizational Culture Change

This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.

Coaching, HRD, and Relational Richness

2014 ◽  
Vol 16 (2) ◽  
pp. 242-257 ◽  
Author(s):  
Toby Egan ◽  
Robert G. Hamlin
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Empirical Research ◽  
Action Learning ◽  
Resource Development ◽  
Special Issue ◽  
Learning And Development ◽  
Line Managers ◽  
Measurement Tools ◽  
Theoretical Foundations

The Problem Coaching is becoming a ubiquitous form of human resource development (HRD) that experiences regular annual gains in both interest and participation. Yet it lacks theoretical framing and has not been conceptually well developed. There is a need for further framing of coaching as a dyadic, or group-based phenomenon, occurring in a set of diverse, but often commonly utilized contexts. The Solution Contributors to this issue inform this growing HRD area by elaborating upon coaching in terms of conceptualization, theoretical foundations, and measurement tools. They provide perspectives on coaching in its many forms, including executive, managerial, and action learning coaching. These perspectives on coaching most often share a dyadic/one-on-one context, and elaborate on coaching practices in terms of interactional richness, learning, and development. The Stakeholders Researchers and scholarly practitioners in the HRD field, internal and external coaches, and line managers who are committed to improving the practice of and expanding empirical research on coaching will benefit from this special issue on coaching.

Self-Compassion and Resilience at Work: A Practice-Oriented Review

2020 ◽  
Vol 22 (4) ◽  
pp. 437-452
Author(s):  
Jade-Isis Lefebvre ◽  
Francesco Montani ◽  
François Courcy
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Evidence Based ◽  
Self Awareness ◽  
Personal Factors ◽  
Self Compassion ◽  
Experience Of Stress ◽  
The Individual ◽  
Human Resource Developers

The Problem A key challenge for human resource development (HRD) scholars and practitioners is to understand the individual competences that can be trained and developed to enhance employee resilience at work. Empirical evidence has been accumulated on the benefits of self-compassion—that is, a set of malleable states that can be developed through HRD interventions—for individual resilience, as well as on the factors that can strengthen self-compassion in organizations. Nonetheless, limited efforts have been devoted to translate this critical scientific knowledge into evidence-based, practical insights that could guide the implementation of effective human resource development practices to develop self-compassion and, thereby, increase resilience in organizations. The Solution This article presents a practice-oriented literature review of the benefits of self-compassion for resilience at work. The relationship between self-compassion and resilience at work, as well as the specific workplace factors that foster growth are outlined for practical implications in the workplace. Facilitators are identified as (1) personal factors (i.e., experience of stress and level of self-awareness), (2) contemplative trainings, and (3) leadership styles and listening styles. This article provides evidence-based practical recommendations for the implementation of these factors and of self-compassion in organizations for increased resilience. The Stakeholders Stakeholders of this practice-oriented review are employees (especially those exposed to highly stressful job conditions) and their leaders, human resource developers in charge of setting the development of training and developmental processes to enhance self-compassion and resilience, and HRD research scholars interested in advancing current literature on self-compassion and resilience at work.

Framing and Tropes in Organizational Change Practice

2019 ◽  
pp. 617-625
Author(s):  
Mark Kong Chew Loon
Keyword(s):  
Organizational Change ◽  
Case History ◽  
Lessons Learned ◽  
Project Teams ◽  
Evidence Based ◽  
Automotive Manufacturer ◽  
History Of ◽  
Ways Of Thinking

There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.

Reflections on an Organizational Change Process in a Medium-Sized Bavarian Family Business

2019 ◽  
pp. 570-583
Author(s):  
Mark J. Woodbridge ◽  
Regina H. Mulder
Keyword(s):  
Organizational Change ◽  
Family Business ◽  
Change Process ◽  
Health Expenditure ◽  
Employee Health ◽  
Previous Experience ◽  
Health Costs ◽  
Evidence Based ◽  
Organizational Alignment ◽  
Order Processing

The objective of the initial Organizational Change Workshop, conducted on behalf of a medium-sized family-owned business, was to reduce employee health costs. During the workshop, it was soon clear that the main cause of the problems was inefficient order-processing practices. The consultants correspondently revised their change approach. Previous experience was used (evidence informed), as well as information gathered during the complete assignment (evidence based), together enabling a successful re-organizational alignment and a subsequent reduction in health expenditure.

Human Resource Development within European Social Fund in Poland

2014 ◽  
Vol 33 (3) ◽  
pp. 67-82
Author(s):  
Katarzyna Tracz‑Krupa
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Future Research ◽  
Strategic Objectives ◽  
Theoretical Perspectives ◽  
Systematic Improvement ◽  
European Social Fund ◽  
Social Fund ◽  
Operational Program

The purpose of this article is to demonstrate and illustrate the results of spending meas‑ ures in Poland of European Social Fund (ESF), which supports human resource develop‑ ment and, in particular, the systematic improvement of employee qualification. A start‑ ing point is the presentation of the European Social Fund in Poland. Then the Human Resource Development (HRD) is defined and analyzed from a few theoretical perspectives. In the following part of the article an analysis of progress is made in implementation of the strategic objectives of the Human Capital Operational Program (HCOP) and then the results of the implementation of the European Social Fund in Poland are presented. The final section shows conclusions and future research directions.

New Leader Transition and Acquisition Integration Using an Evidence-Based Action Learning Workshop Influenced by Appreciative Inquiry and Whole Group Approaches

2019 ◽  
pp. 526-532
Author(s):  
Jeffrey W. Flesher
Keyword(s):  
Decision Making ◽  
Appreciative Inquiry ◽  
Case History ◽  
Organization Development ◽  
Action Learning ◽  
Evidence Based ◽  
Development Intervention ◽  
Success Stories ◽  
Current State ◽  
Evidence Based Model

This reflective case history describes an evidence-based organization development intervention conducted for a new division head in a division made up of recently acquired companies. During the workshop, the teams revealed and shared success stories, developed a common evidence-based model of guiding characteristics for continued success, and described current state situations. In order to include the perspectives of all employees, a brief survey focusing on point-of-work needs was sent to every employee in the division. This leader-as-researcher method brought a new level of clarity to decision making, positively engaged the entire division in the process of change, created an enhanced level of transparency across the companies, and formed the basis for greater managerial commitment to evidence-based action.

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