Gardner, J. (1990). The Nature and Tasks of Leadership. In J. T. McMahon (Ed.), Leadership Classics (pp. 171-175). Long Grove, IL: Waveland Press.
Aside from writing The Fifth Discipline: The Art and Practice of The Learning Organization (1990), Peter Senge has also co-authored a number of other books linked to the themes first developed in The Fifth Discipline. These include The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (1994); The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (1999) and his latest Schools That Learn in the year 2000 (Smith, 2001).
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd Ed.). Boston, MA: McGraw Hill.
Organizational changes have a potential failure rate of 70%, although this rate has been consistent for many decades there are many organizational changes that are successfully strategized and implemented (Maurer, 2010). An organizational change is when an organization goes through a renovation of altering business strategies (Organization change) to strengthen and expand their services to meet a demand of the economy (Ackerman, 1997). According to the chapter on Development, Transition, or Transformation: The Question of Change in Organization by Linda Ackerman in the book Organization Development Classics: The Practice and Theory of Change, there are three types of collective changes that are among organizations these changes are developmental change, transitional change, and transformational change (1997). In this paper I will further discuss the changes in details and will counteract the changes discussed by Ackerman through other approaches or reasoning for the changes.
The leader focuses on the political dynamics in organizations and examines how leaders in organizations can understand power and conflict, build coalitions, hone political skills, and deal with internal and external politics (Bolman & Deal, 1984).
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Being in synchrony and mutual-relation with an individual can often bring up, “commonalities of visions, goals, sentiments or characteristics as well as [to] recognize and acknowledge differences (Doane & Varcoe, 2005, pg. 194). It is known to both of us that we have a mutual bond between families, sharing the same characteristics and beliefs. Therefore, it was easier for me to join BP throughout his experience and have a greater understanding of what was meaningful and significant to him. Although, I did not predict that I would have this particular conversation with BP, I was aware that he enjoyed sharing about his life, which made it easier to sustain synchrony throughout the conversation. This would be a much more challenging skill to attain with a client whom you are not familiar
As a client the role in which I played stemmed from my family of origin. Growing up, a lot of the men in my culture were very controlling and fought over issues of jealousy. Also, these issues stem from lack of trust which was also present in the women in my family. The men were very machistas and had more than one partner, thus this was one of the main topics of the