Dynamics Publications

Dynamics emerge when the focus is on systemic change or on
the balancing of opposing forces within a defined system.

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xxxxx WHOLE SYSTEM LEARNING & CHANGE
xxxxx ORGANISATION LEARNING & CHANGE
xxxxx TEAM LEARNING & CHANGE
xxxxxxINDIVIDUAL LEARNING & CHANGE

WHOLE SYSTEM LEARNING & CHANGE

Leaning into the Future
by George Binney & Colin Williams
Published by Nicholas-Brearley 1996 ISBN 1-85788-082-X
This ground breaking book challenges top-down change programmes such as EFQM, TQM, ISO9000. It also challenges the zealous application of living systems and the bottom-up self-directing approach. Its about strong leadership and a strong commitment to learning. These are leaders who are forthright and listen. They foster both-and thinking and action. They argue for a dynamic approach that balances top-down with bottom-up forces with an understading of current reality - inside-out and outside-in. They explain how leadership and change becomes everyone's responsibility, with people looking deep into themselves to improve on their previous best. It requires learning while doing, that reflect real life priorities and tasks, not classroom training. Get a graps on reality - read this book.

Navigating Complexity
by Arthur Battram
Published by Industrial Society 1996 ISBN 1-85835-899-X
In this book you will find a simple and engaging explanation of a wide range of ideas and concepts drawn from the new sciences. It is changing the way leaders and managers are thinking about change and the way organisations work. It challenges hierarchical, mechanistic and rigid bureaucratic structures arguing that a more complex world requires an understanding of emergent, living systems as the way we need to think. It explores dialogue, memes, metaphor, perspective, possibility space, attractors, edge of chaos, ecosystems, autopoiesis, etc.

The Age of the Network
by Jessica Lipnack & Jeffrey Stamps
Published by John Wiley 1994 ISBN 0-471-14740-0
Jessica and Jeffrey are the co-founders of The Networking Institute. This book shows how organisations can break through mental and bureaucratic log jams and open up new opportunities by creating links both inside and outside themselves.

Leading in a Culture of Change
by Michael Fullan
Published by Jossey-Bass 2001 ISBN 0-7879-5395-4
The book contains valuable insights into the nature of dynamic change and how to lead it. He navigates the chnage process by integrating five core competencies - attending to a broader moral purpose, keeping on top of the change process, cultivating relationships, sharing knowledge, and setting a vision and context for creating coherence. Leaders will then be empowered to deal with complex change.

Change Forces
by Michael Fullan
Published by Falmer Press 1996 ISBN 1-85000-826-4
In this book, which focuses on education reform, Michael puts forward the view that real change requires a balance between top-down and bottom-up forces. He acknowledges the non-linear and chaotic forces of nature that operate at many levels. He suggests a new mindset is neeed that deals with the complexity of real change. He identifies eight basic lessons that support a strong moral purpose. They include a strong personal purpose, challenging the status quo, focus on action, look for common ground, positive thinking, continuous learning and doing meaningful work.

The Third Wave
by Alvin Toffler
Published by Pan 1980 ISBN 0-330-26337-4
Remembering that this book was written in 1980 it is still a riveting read, as it traces the history of society through the agricultural and industrial revolutions to the high speed revolution of today. Michael Finley has written an update available as a pdf file called Tofflers Waves in which he expands on Tofflers ideas.

Britain in 2010
by Richard Scase
Published by Capstone ISBN 1-841-12100-2
This book traces the changes happening in Britain in the first decade of the 21st century. The impact of an aging population, the increase in single person households and the impact of these and many other trends on the way people will live their lives in the future, socially, politically and economically.

Quantum Leap
by Jacques Chaize
Published by Palgrave 2000 ISBN 0-333-92898-9
In this book you have a challenging set of ideas and tools to create virtual working communities in a hypertexting environment. It's a ground breaking book filled with dynamic leaps of understanding and vision to stimulate your thining about the future of organisations as open communities.

Knowledge and Communities
by Eric Lesser, Michael Fontane & Jason Slusher
Published byButterworth-Heinemann 2000 ISBN 0-7506-7293-5
In this book explores 'communities of practice' as a vehicle for achieving dynamic change. It contains a collection of articles on how clusters of individuals who work together - sharing knowledge, solving common problems and exchanging insights as well as frustrations. Supporting and investing in these communities brings real change and competitive advantages.

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ORGANISATIONAL LEARNING & CHANGE

Managing Change Successfuly
by Alan Williams, Sally Woodward & Paul Dobson
Published by Thomson 2002 ISBN 1-86152-981-3
This way this book tracks the theory and experience of implementing change in organisations makes it unique. It advocates an active approach to learning and builds on knowledge of how people learn. It shows you how to gain the cooperation of others in implementing change, and how to help yourself and others cope with the sress of it. It focuses on mental models and assumptions drawn from a range of influencial theories.

The Networking Book
by Jessica Lipnack & Jeffrey Stamps
Published by Routledge & Kegan Paul 1986 ISBN 0-7102-0976-2
This short, powerful book shows how to enable people to connect with other people in a global world. Networking is a global form of organisation. It is a web of free-standing participants linked together through shared values. Computers are enabling people to connect with people, linking ideas and resources.

Managing Change in Organisations
by Colin Carnall
Published by Prentice-Hall 2003 ISBN 0-237-65735-6
This book is a comprehensive guide to the main theories on organisational chnage. It argues that the barriers to change are not about active objection. People are either too busy to engage in it, don't see how it can enhance their reputation and will take the route of least resistance. This is why the easiest response is to restructure rather than tackle the real issues that will clear the way for natural change to occur. Colin likens chnage to conducting an orchestra - you have to energise, motivate, build cohesion, create a sense of space and timing, encourage skilled performances by indivduals whist sustaining the enthusism of everyone else.

The Age of the Network
by Jessica Lipnack & Jeffrey Stamps
Published by John Wiley 1994 ISBN 0-471-14740-0
Jessica and Jeffrey are the co-founders of The Networking Institute. This book shows how organisations can break through mental and bureaucratic log jams and open up new opportunities by creating links both inside and outside themselves.

Organisational Learning
by Gilbert Probst & Bettina Buhel.
Published Prentice Hall 1997
Presents a useful overview of this challenging new field of thinking and practice relevant to the needs of a knowledge management agenda. The focus is on learning as a way of increasing organisational knowledge. and capacity for action.

Creating a Learning Organisation
by Bob Garrat.
Published Director Books 1990
A guide to leadership, learning and development. Helps you see learning as a cyclical process that deals with information flows, provides leadership for change, values people as key assets and change agents.

Organisational Learning
by The Harvard Business Review 2001
Provides a series of articles on organisational learning tools including organigraphs, communities of practice and coevolving knowledge.

The Organisation Learning Cycle
by Nancy Dixon.
Published McGraw-Hill 1994
Explores the principles and processes of collective and work-based learning. To be effective it must must involve multiple stakeholders in a shared dialogue to effectively interpret organisational action and information.

The Smarter Organisation
by Michael McGill and John Slocum.
Published Wiley 1994
How to build an organisation that learns and adapts to its marketplace. This is an excellent read for any aspiring Real Change Leader. Full of practical tips and ideas for making change happen while creating a learning organisation.

Organisation Transformation & Learning
by Raul Espejo.
Published Wiley 1996
This book offers a cybernetics perspective on learning and change. It will help you cope with increasing environmental complexity and maintain your viability to become more effective.

Implementing the Learning Organisation
by Patricia Thurbin.
Published Pitman 1994.
Shows how organisations can accelerate their capacity to learn, change, react and develop. It underpins TQM and BPR initiatives with practical insights on managing learning and change in large organisations.

The Fifth Discipline
by Peter Senge.
Published Century Press 1992.
Classic text on how to build a learning organisation by applying five key principles, the sixth of which is systems thinking. The other four being personal mastery, mental models, shared vision and team learning.

The Fifth Discipline Fieldbook
by Peter Senge.
Published Nicholas Brealey 1994
Contains a wealth of tools and strategies for building a learning organisation.

Learning in Action
by David Garvin.
Published Harvard Business School 2000
This book outlines three different approaches to learning - intelligence, experience and experimentation. He also addresses the leadership challenge and how teams can be Real Change Leaders.

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TEAM LEARNING & CHANGE

Team Talk
by Anne Donnellon
Published by Harvard Business 1996 ISBN 0-87584-619-X
This book explores the power of language in team dynamics. It's about listening beteen the lines to improve team performance n context. Anne introduces tools, including a team talk audit to help teams work better together. You can improve results and solve problems more effectively, just be listening to your own reasoning and that of others.

The TeamNet Factor
by Jessica Lipnack and Jeffrey Stamps
Published by Oliver Wight 1993 ISBN 0-939246-34-1
This is a very practical book that helps you develop networks of people in teams, crossing traditional boundaries betwen functions, departments and agencies. They come together to achieve a common goal and realise the benefits of flexibility, speed and impact.

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INDIVIDUAL LEARNING & CHANGE

Living Strategy
by Lynda Gratton
Published by Prentice-Hall 2000 ISBN 0-273-65015-7
This is an exciting and challenging book that seeks to put the individual at the heart of corporate purpose. It argues the case for why people matter by combining belief, purpose and process to create practical people solutions. Lynda's approach follows three tenets. Firstly, that we operate in time having past, present and future dimensions to our thinking. Secondly, that we search for meaning which makes us creative thinkers and look for patterns and connections between things. Thirdly, that we have souls, and are influenced by our choices, fears, commitments, visions and sense of justice.

The Networking Book
by Jessica Lipnack & Jeffrey Stamps
Published by Routledge & Kegan Paul 1986 ISBN 0-7102-0976-2
This short, powerful book shows how to enable people to connect with other people in a global world. Networking is a global form of organisation. It is a web of free-standing participants linked together through shared values. Computers are enabling people to connect with people, linking ideas and resources.