In Participative Transformation, Roger Klev and Morten Levin insist that participative learning and developmental processes are essential in organizational change. They focus on introducing the kind of learning and development that shapes a self-sustaining developmental process that is an integral part of the daily activities of an organisation. This process is essentially one of collective reflection in order to develop alternatives for action, experimentation to achieve desired goals, then collective reflection on the results achieved. Reflection on own practice can contribute to direct improvements of own practice, but may also contribute to new practices, new frameworks of understanding, and to processes involving other participants and fields of interaction. The first part of the book provides an introduction to participative change management and particularly to the concept of co-generative learning inherited from action research, in which change becomes a joint management and employee learning, development, and knowledge creating process. In the second part, the focus of each chapter is on an aspect of the practice of leading change. There is practical guidance for leaders, internal problem owners, external change agents, or action researchers on how employees can be actively engaged in shaping their own work conditions. Readers will learn how experiencing negative results as well as success can form a basis for continued development, even on how to handle an organisational development process when it is in terminal trouble, to ensure there is still learning from it.
'Charting a course between sound scientific insight and the recipe style of popular management texts is not easy. The authors have succeeded in doing that and blend practical examples with valuable insights. This is a book for those who are serious about achieving meaningful change in the workplace.' Tim May, University of Salford, UK 'Roger Klev and Morten Levin have written a comprehensive work that bridges significant gaps between theory and practice among various streams of literature in organization theory, OD, and management. Drawing on their broad knowledge of the scholarly literature and shaped by their experience the authors provide valuable guidance for understanding the complexity of organizational change. It is a comprehensive resource.' Lyle Yorks, Columbia University, USA