The Change Equation: Capitalizing on Diversity for Effective Organizational Change

Pages: 264
Item #: 4317800
ISBN: 978-1-55798-388-6
List Price: $24.95
Member/Affiliate Price: $19.95
Copyright: 1997
Format: Hardcover
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Overview

Organizations today face unprecedented challenges. The marketplace changes at almost every turn: Product lines come and go, new competitors arise almost overnight. At the same time, the employee base needed to cope with these strains is becoming increasingly diverse. The authors of The Change Equation have addressed these two seemingly distinct problems in one management solution: Organizational Plurality.

The Change Equation shows how to tap into the power of the diversity already in your organization and turn it into a "pluralistic" workplace where change is not something to resist but something to embrace. Organizational change agents, business leaders, human resource managers, and anyone who wants to make his or her organization stronger and more competitive will find in this readable volume a wealth of practical solutions that will help any forward-looking organization thrive in the new economy.

Table of Contents

Acknowledgments

Overview: Diversity and Change

  1. Diversity: Historical Perspectives and Implications
  2. Changing Realities of a Global Economy, a New Workforce, and Rapid Change
  3. The Next Step: Organizational Plurality
  4. The Role of Culture in Bringing About Effective Organizational Change
  5. The Change Equation Model
  6. Organizational Structure: Removing the Barriers

Afterword

Appendix: Avoiding Backlash

References

Index

About the Authors

Author Bios

Renae Norton, PsyD, has served as a consultant for more than 10 years to manufacturing, high-tech, health care, and family-owned businesses and to governmental agencies wishing to empower employees and tap the diversity of talents available to such organizations in anticipating and exceeding customer needs. Having received her doctoral degree in clinical psychology in 1985 from the Wright State University School of Professional Psychology, she continued upon graduating to pursue an interest in organizational development and structure. As a practicing family psychologist and as an organizational consultant, she has developed a reputation for identifying and overcoming the barriers to change within a variety of systems.

Dr. Norton began her consulting career as a trainer and facilitator for General Electric Corporation. In addition to her skills as a professional trainer, she soon developed a reputation, along with a proven track record, for diagnosing structural, operational, and strategic problems and identifying outcome-oriented, bottom-line solutions for organizations around the world. As a change agent, she became aware of the inextricable link between workforce diversity and change initiatives of all types and has successfully incorporated this understanding into her training and consulting work for a broad spectrum of client organizations.

Ronald E. Fox, PhD, received his doctorate in clinical psychology from the University of North Carolina (UNC) at Chapel Hill in 1962. He founded regional family Therapy clinics at both the UNC and Ohio State University Medical Schools. In 1977, he was named the founding Dean of the School of Professional Psychology at Wright State University in Dayton, Ohio, where he also taught family therapy, and group systems and processes for many years. He is the coauthor of two previous books: Patients View Their Psychotherapy (1969) and Abnormal Psychology (2nd ed., 1972).

Nationally known among his peers, Dr. Fox is a past president of the American Psychological Association and a recipient of the American Psychological Foundation's prestigious Contributions to Practice Award. In 1993, he was awarded an honorary Doctor of Psychology degree by the California School of Professional Psychology. Fox has helped numerous public and private organizations with managing change, team building, conflict resolution, maximizing the contributions of a diverse workforce, and executive coaching.