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This article is actually an interview of Peter Senge, author of The Fifth Discipline, and Margaret Wheatley, author of Leadership and the New Science; both are also organizational theorists. The two discuss how organizations can be more successful if they can work better with uncertainty, and incorporate meditation, derived from periods of silence in dialogue sessions, into their work. They claim that organizations need to accept that change should be accepted as the reality, and that life is a continuous state of change. The two also discuss the concept of "collective cultivation," wherein Buddhism teaches that cultivation is the practice of meditation, study, and service. Organizations not only need to accept change, but they need to collectively work hard and know how to accept this change. Unfortunately, most organizations don't have the tools or methods to support this idea. This interview allows the reader to think more about the concept of organizations and leaders in general, and how we understand them. We can't blame the hierarchy for the way things are, because we put the hierarchy in place. We are responsible for our own actions when we obey the demands of our leaders. If we can change our own views of organizations and the habits that we have adopted to work in them, then we can potentially change the way that they function from the inside out.

What struck me most about this article is their suggestion that we need to change our concept of what it means to be a leader in an organization. Particularly in the Western world, we look to our leaders, in fact expect our leaders, to have all the answers. As a leader, being comfortable sitting with uncertainty makes those you lead uncomfortable with you. The process of action research incorporates many of the same characteristics Senge and Wheatley identify: listening, being open, engaging in dialogue. Actively using action research in the workplace may help us reform our model of leadership.

I thought this article was very different but also very interesting. I like the combination of a business perspective and a religious one. I never really put too much thought into any similarities between the two. The suggestions on an effective leader and an effective organization are insightful. I agree there needs to be more dialogue as well as more reflection in order for things to work more efficiently.

checklist on resistance to change "The top reason for resistance by managers in the 2005 study [Prosci's 2005 Best Practices in Change Management] was loss of power and control, followed by an overload of current responsibilities and a lack of awareness of the need for change. Notice that none of the top reasons for resistance by managers or employees are related to the particular solution, rather they are tied to how the change is introduced and managed into these groups. "

This web site talks about the personal reactions to change in a variety of professional positions and how resistance can effect it. Clear outlines are provided on why people resist change, understanding the process a person might naturally take and how to foster appropriate attitudes toward resistance to changes. Professionals may often resist change initially until they are able to recognize the benefits of the change will outweigh the costs of keeping things the same. This is an important barrier to consider when proposing an action plan.

By: Garrison Wynn Other sources within the site include other relevant articles, change management techniques, definitions etc.

This article looks at targeting staff behavior for change to better aid the treatment of the individuals with developmental disabilities who were receiving services.Decreases in resident self-stimulatory and disruptive/aggressive behaviors occurred when the rate of social interactions from staff persons increased.This article shows how staff training can affect change for the better.

This article focuses on the many aspects of educational change. From history, to meaning, to processes, this seems to have it all and is really easy to read.

"developmental evaluation" contrasted with traditional: Complexity-Based, Developmental Evaluations... provide feedback, generate learnings, support direction or affirm changes in direction. develop new measures and monitoring mechanisms as goals emerge & evolve. position evaluation as an internal, team function integrated into action and ongoing interpretive processes. design the evaluation to capture system dynamics, interdependencies, and emergent interconnections. aim to produce context-specific understandings that inform ongoing innovation. accountability centered on the innovators' deep sense of fundamental values and commitments. learning to respond to lack of control and stay in touch with what's unfolding and thereby respond strategically. evaluator collaborates in the change effort to design a process that matches philosophically and organizationally. evaluation supports hunger for learning.

"Implementing Change at SJUSD (San Jose Unified School District): An Unfinished Case Study"

"McLeod, M., P. Senge and M. Wheatley (2001). "Changing how we work." Shambhala Sun(January): 29-33"

A RaW Stemä refers to an open-ended statement or question that leads your mind to reflecting on the past, in the present and/or for the future. The 'R' stands for reflective; the 'a' stands for and; the 'W' stands for writing. A Reflection and Writing Stem is like a sentence completion or question which allows you to fill in your thoughts.

I consider myself a "reflectologist", a term I created during one of my reflection sessions. A reflectologist believes in the importance of reflection for growth and change. A RaW Stemä refers to an open-ended statement or question that leads your mind to reflecting on the past, in the present and/or for the future. The 'R' stands for reflective; the 'a' stands for and; the 'W' stands for writing. A Reflection and Writing Stem is like a sentence completion or question which allows you to fill in your thoughts.

This podcast takes a broad view about what it means to pursue happiness, starting with the American context and then the challenges and benefits of the imagination. I think the concepts, especially in the second part, apply well to the concept of trying to make a positive change, and, for my project, the role of reflection in the process.

All diagrams simply; many do so in a way that makes it hard to depict the way the situation has developed and the way further influences can move the situation into new places. Some of the diagrams cataloged here, e.g., the force-field diagram, allow for a more dynamic sense of competing influences and possibilities of change.

I thought this article was a nice portrayal of the action research process. It discusses how a school lunch menu was changed so it would be healthier for the kids. The children also get to give feedback on the menu. It's nice to see a positive change made with just a few people trying to implement something new.

This editorial comments on some innovations in creating change to address the issue of bullying, including an effort called Roots of Empathy. The approach described here is interesting because rather than addressing a problem directly by creating a structure around it, enforcing reward and punishment, and convincing others about right and wrong, the approach is indirect -- it involves setting up a certain environment and tapping into people's innate abilities to behave in positive and productive ways.

This is an interesting initiative of a local business executive-turned-sculptor. I love that he not only found the courage to explore a creative avenue that he had never practiced in the past, but that he also seeks to help others do the same. I would be interested to read his book in which 100 people are interviewed regarding their significant life changes, and found it inspiring that there is actually a group in Needham that explores these ideas, called Discovering What's Next. What a great idea!

Thanks for posting this- I agree, it's impressive! Many adults are really afraid of art and afraid of exploring creativity. Not this guy, obviously!

I think this is a good example of action research. The article discusses the relationship between stress at work and how it can have an effect on employees' health. It also gives ideas on ways to decrease stress at work thus improving the health of employees.

This is as very interesting article. The action research process is used along side quantitative data collection procedures to determine effects and solutions to employee stress and workplace changes. The article is extensive and I confess I did skip over the details of the subjects involved in order to see the author's results. The inclusion of employee input to determine matters that disturb them, which can be underestimated and overlooked, such as the simple need to be validated in the work they do, or the desire to have more input into decisions, is how the researchers were able to create interventions for change, by learning about the actual areas of stress.

This article outlined several issues. 1. High powered politicians coming together to make decisions on federal policy that directly effect their financial profits. 2. The use of insufficient evidence from studies, the lack of scientific correlation and the improper transcription of results from studies being used to make "the best" decisions in standardized tests and phonics instruction on reading skills. 3. The emphasis and funding for schools being put toward standardized tests and phonics instruction along with materials/products needed for them instead of other places that may be in more need.

This article brings to light what Metcalf describes as the "Bush Revolution" in education. After providing a brief history of education, referencing Horace Mann and John Dewey, Metcalf stresses education as a business, connecting McGraw (Publisher McGraw-Hill) and Bush. Bush changes the system and creates new standards in education, as a result new materials are then needed to implement his new education 'revolution.' Metcalf implies the situation is more about business between friends than actually worrying about educating children.

As a research methodology, Participatory Action Research (PAR) is an ideal blend of CCT skills and tools. The author of the article, Couto quoted Freire (1970) in saying that "PAR is a community-based, problem-centered, active learning pedagogy, and it imparts several social problem-solving skills and lessons about participation in democratic societies". The article chronicles efforts by the author to engage students from the University of Richmond in a participatory action research project. The purpose of the research was to better understand needs and issues facing the Richmond Juvenile and Family court system. During the project, students worked with detained juveniles to better understand how the system was affecting each individual. The article provides a clear overview of participatory action research, offering numerous benefits of the process. The author suggests that PAR has the potential to be seen as the "scholarship of engagement" and is spreading in the same way that community service and service learning caught on in the 1970's and 1990's.

This method sounds like it could deliver much stronger learning experiences than typical service learning can because there the students usually remain formally outside what they study, though they learn and gain a lot through personal interactions and experiences. Here they directly engage in situations, working for change as partners, that through the service learning model they generally only try to alleviate and understand. The example is extreme and probably unsuited for most groups, but the methods are intriguing and exciting. The part about the community affected controlling the agenda would be key, as it can be a balance act, trying to have students really learn from experiences and not take condescending approaches.

This article was a good complement to the interview of Peter Senge and Margaret Wheatley (Changing How We Work Together) and Senge's work is also quoted in the article as well. Senge says that learning organizations should nurture new and expansive patterns of thinking, have higher standards for collective learning, and engage people in the team. It would be interesting to see what would happen if higher education institutions engaged in more participatory action research, wherein the students, faculty, and staff had more of a say in the actions of the institution. As it stands now, feedback from students and faculty is sought in some respects, such as in committee work, but many students are too busy to offer feedback to the institution. Instead, there is still a hierarchy of administration that makes the final decisions for actions that affect the students, faculty, and staff.