Given that studies repeatedly suggest a 70 % failure rate of organizational change, Katharina de Biasi attempts to answer the question why traditional change theory has yet to prove successful, although mastering change has been identified as one of the “Management Challenges for the 21st century”. As a result the author proposes to leverage the change paradox continuity in times of change and to solve it by means of trust. A trust-based formula for successful change is derived which constitutes the finding that trust-formation must precede transformation and which outlines two levers for a positive outcome.

This book aims to explore the connection between internal communication and employee engagement in both educational and business settings. Through the collection of chapters contributed by leading public relations, communication, and management scholars as well as seasoned practitioners, readers will gain new insights into current issues in internal communication and employee engagement through a series of real-world case studies analyzing current issues and offering best practices in internal communication and employee engagement in specific industry and organization settings. Learning outcomes and discussion questions for both classroom use and business strategizing round out each chapter, providing a springboard to further inquiry, research, and initiative development in these intricately intertwined areas so crucial to employee satisfaction and organizational success. This makes Internal Communications and Employee Engagement an ideal resource for the intended audience of scholars, students, internal communication managers, and organizational leaders

Today’s emphasis on student learning outcomes, coupled with federal legislation to that end, has placed more demands on the role of the principal than ever before in our nation’s history. To address the heightened demands for greater accountability for student learning, The Principalship uses a learning-centered approach, one that emphasizes the role of the principal as the steward of the school’s vision: learning for all. The critical aspects of the teaching–learning process are addressed here, including student motivation; individual differences; classroom management; assessing student learning; and developing, maintaining, and changing school culture. In addition, several topics not found in other principalship texts are addressed, including school safety, special education, gifted education, bilingual education, nontraditional organizational structures, gender-inclusive theories, diversity, ethics, political and policy context, human resource management, legal issues, and collective bargaining. The book is documented extensively throughout and grounded in the latest research and theory with suggestions for applying theory to practice, reflecting cutting-edge research and topical issues facing principals in schools today.

Handbook of Usability and User Experience: Methods and Techniques is concerned with emerging usability and user experience in design concepts, theories and applications of human factors knowledge focusing on the discovery, design and understanding of human interaction and usability issues with products and systems for their improvement. This volume presents methods and techniques to design products, systems and environments with good usability, accessibility and user satisfaction. It introduces the concepts of usability and its association with user experience, and discusses methods and models for usability and UX. It also introduces relevant cognitive, cultural, social and experiential individual differences, which are essential for understanding, measuring and utilizing these differences in the study of usability and interaction design. In addition, the book discusses the use of usability assessment to improve healthcare, the relationship between usability and user experience in the built environment, the state-of-the-art review of usability and UX in the digital world, usability and UX in the current context, and emerging technologies. We hope that this first of two volumes will be helpful to a large number of professionals, students and practitioners who strive to incorporate usability and user experience principles and knowledge in a variety of applications. We trust that the knowledge presented in this volume will ultimately lead to an increased appreciation of the benefits of usability and incorporate the principles of usability and user experience knowledge to improve the quality, effectiveness and efficiency of consumer products, systems and environments in which we live.

Team reflexivity has gained increasing research attention as an effective response to the core challenge of constant learning, innovation, and adaptation in teams due to changing circumstances. Under the right conditions, empirical studies have found that team reflexivity can improve team performance, team learning, team innovation, team creativity, and team member well-being. Thus, research shows that team reflexivity is an effective means to improve teamwork and team outcomes. This book addresses the problem that team reflexivity research is focused too narrowly on improving these empirical team outcomes while neglecting the importance of normative principles and values in good teamwork, such as the do no harm principle. Therefore, this book proposes that the team reflexivity concept needs broader reframing and deeper reflection to realize normative principles and values in teams as a precondition for good teamwork, e.g., do no harm. It further presents two team reflexivity tools and applies them in the cases of burnout prevention and speaking up freely in teams to illustrate the point of this book: Do no harm in teams requires team reflexivity, and vice versa, team reflexivity requires do no harm.

Now with SAGE Publishing! The bestselling Educational Administration: Concepts and Practices has been considered the standard for all educational administration textbooks for three decades. A thorough and comprehensive revision, the Seventh Edition continues to balance theory and research with practical application for prospective and practicing school administrators. While maintaining the book’s hallmark features—a friendly and approachable writing style, cutting-edge content, and compelling pedagogy—authors Frederick C. Lunenburg and Allan Ornstein present research-based practices while discussing topical issues facing school administrators today. Included with this title: The password-protected Instructor Resource Site (formally known as SAGE Edge) offers access to all text-specific resources, including a test bank and editable, chapter-specific PowerPoint® slides.

In the midst of the most severe recession for 80 years there is little need to argue that organizations are beset by dilemmas and paradoxes. Confidence in prevailing business models and in the underlying assumptions underpinning business decisions over many decades has now been shaken. But it is not enough to rail against arrogance and greed. Within their own (flawed) assumptions bankers and corporate leaders were acting rationally. A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective, whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities. Paradox is at the heart of how organizations work (or don’t work) yet the phenomenon has been strangely unstudied. In an age of crisis and uncertainty, dilemmas and paradoxes are especially evident and prevalent. The fascination and the promise of paradox is that there is also a sense that there is a hidden truth entwined within the opposites. This we contend is a challenge for leaders. The ultimate responsibility of leadership is to make sense of these and to handle them in a competent manner. This demands a new mode of leadership. The management of dilemma and paradox it is contended, the essence of leadership today. Paradoxical forces provide a dynamism which, although often experienced as potentially threatening, discomforting and negative can also be exciting, promising and positive. "The assumption that organizations are rational entities is challenged every day in the work environment by a rich reality of asymmetries between conflicting forces, complexity, hidden intentions and paradoxes. Anyone wanting to understand the real forces that govern organizations should read this book. A must read for modern leaders who have the intellectual honesty to lead organisations with open eyes and not with the over simplifications and clichés of the past"--Giovanni Ghisetti, Director Business Transformation, Coca Cola Enterprises Europe "Storey and Salaman’s description of the paradoxes which characterise leadership today is hauntingly accurate. Their intelligent optimism that those dilemmas can be met is as encouraging as it is challenging for those of us who have to do just that. Having read the insights in this book I now understand how their business advice was always so pertinent".--Andy Street, Managing Director of John Lewis

In our current era of holy terror, passionate faith has come to seem like a present danger. Writers such as Richard Dawkins, Sam Harris, and Christopher Hitchens have been happy to throw the baby out with the bathwater and declare that the danger is in religion itself. God, Hitchens writes, is not great. But man, according to George E. Vaillant, M.D., is great. In Spiritual Evolution, Dr. Vaillant lays out a brilliant defense not of organized religion but of man’s inherent spirituality. Our spirituality, he shows, resides in our uniquely human brain design and in our innate capacity for emotions like love, hope, joy, forgiveness, and compassion, which are selected for by evolution and located in a different part of the brain than dogmatic religious belief. Evolution has made us spiritual creatures over time, he argues, and we are destined to become even more so. Spiritual Evolution makes the scientific case for spirituality as a positive force in human evolution, and he predicts for our species an even more loving future. Vaillant traces this positive force in three different kinds of “evolution”: the natural selection of genes over millennia, of course, but also the cultural evolution within recorded history of ideas about the value of human life, and the development of spirituality within the lifetime of each individual. For thirty-five years, Dr. Vaillant directed Harvard’s famous longitudinal study of adult development, which has followed hundreds of men over seven decades of life. The study has yielded important insights into human spirituality, and Dr. Vaillant has drawn on these and on a range of psychological research, behavioral studies, and neuroscience, and on history, anecdote, and quotation to produce a book that is at once a work of scientific argument and a lyrical meditation on what it means to be human. Spiritual Evolution is a life’s work, and it will restore our belief in faith as an essential human striving.

The Power of Paradox: The Protean Leader and Leading in Uncertain Times Describes seven leadership paradoxes that are inherent in running today's complex and changing organizations. They represent the fundamental issues that modern leaders must recognize and deal with effectively to succeed.