Transforming Work was the first book to explore the concept of transformational change, its principles, dynamics, and technologies. In 1982, many organizational consultants began using the concept of "transformation" because they found it more descriptive of their work than the concept of "development." Changes in organizational life and processes had become more complex, and the outcomes less certain, than the traditional practice of "Organizational Development" could address. This Second Edition of Transforming Work contains the original collection of 17 chapters from these pioneering consultants, plus their updated reflections on their work at the turn of the century. John D. Adams, Ph.D. is a professor, speaker, author, consultant, and seminar leader. He has been at the forefront of the Organization Development and Transformation profession for over 35 years. His early articulation of issues facing organizations has provided a guiding light for the evolution of organization and change management consulting. Adams currently serves as the Chair of the Organizational Systems Ph.D. Program at the Saybrook Graduate School (San Francisco), and is a guest faculty member at The Bainbridge Island Graduate Institute in the MBA in Sustainability program. He also served as editor for two seminal works, Transforming Work and Transforming Leadership, both widely held as defining a new role for the Organization Development profession in a rapidly transforming world.

In this age of stiff competition and "free agency," no organization can afford to take its employees for granted. The new labor-market landscape is forcing organizations to think creatively about how to inject passion in the workplace and motivate their employees to find meaning in their work. In Transforming Work, Boverie and Kroth draw from their extensive research and experience in the field to show executives, HR professionals, and students how to create inspiring, employee-friendly work environments in order to capture, develop, and retain talent and transform both the employees and the organization in the process.

Pastoral poetry has long been considered a signature Renaissance mode: originating in late sixteenth-century England via a rediscovery of classical texts, it is concerned with self-fashioning and celebrating the court. But, as Katherine C. Little demonstrates in Transforming Work: Early Modern Pastoral and Medieval Poetry, the pastoral mode is in fact indebted to medieval representations of rural labor. Little offers a new literary history for the pastoral, arguing that the authors of the first English pastorals used rural laborers familiar from medieval texts—plowmen and shepherds—to reflect on the social, economic, and religious disruptions of the sixteenth century. In medieval writing, these figures were particularly associated with the reform of the individual and the social world: their work also stood for the penance and good works required of Christians, the care of the flock required of priests, and the obligations of all people to work within their social class. By the sixteenth century, this reformism had taken on a dangerous set of associations—with radical Protestantism, peasants' revolts, and complaints about agrarian capitalism. Pastoral poetry rewrites and empties out this radical potential, making the countryside safe to write about again. Moving from William Langland’s Piers Plowman and the medieval shepherd plays, through the Piers Plowman–tradition, to Edmund Spenser’s pastorals, Little’s reconstructed literary genealogy discovers the “other” past of pastoral in the medieval and Reformation traditions of “writing rural labor.”

Common Worship is ten years old. In this volume, Nicholas Papadopulos gathers contributions from distinguished liturgical practitioners to assess its development and reflect upon its usage in this first decade. In a series of penetrating and thought-provoking essays, ten authors consider Common Worship's emergence from earlier liturgical revisions. They examine its provisions for the Eucharist, baptism and ordination, as well as for the Service of the Word. The effective use of music and architecture is also considered, as are the training needs of worship leaders and the Church's liturgical future.

Transforming Work offers a radical re-orientation of the nature and future of work and implications for mission. In conversation with David Bosch’s Transforming Mission and other global and ecumenical voices, 21 leaders offer their vision for transforming the world of work and revisioning work to offer a transforming gift to the world. Writing from biblical and historical perspectives, with case studies and cultural exegesis, they explore work and leisure, ethics and economics, technologies and Artificial Intelligence. It is time to discern where God is transforming work in our cities and farms, shops and classrooms, politics and agencies.

The introduction of new technology and communication to businesses is forever altering the roles and responsibilities of the white- collar workers. This unique collection from authors in such diverse disciplines as psychology, computer science, sociology, history, communication, and public policy, discusses the ways in which these changes have and are effecting the workplace and the employees while speculating on future changes and effects. Of special significance are the methods suggested for introducing information technology into the workplace. These new methods will increase the quality and quantity of goods and services produced while increasing the quality of working life for employees.

The average American spends about ten minutes per day in religious or spiritual activities. Do you believe you can experience a personal transformation if all you have is ten minutes a day? Or could these ten minutes be part of a more comprehensive plan for personal and global revolution? Could ten minutes be a mustard seed that God grows into something amazing? Pastor and author Chris Altrock believes it can! Rather than complain about ten minutes being too insignificant for spiritual growth, Altrock teaches practices to maximize that time for personal transformation and real social change. In only ten minutes a day over forty days, you'll learn a dozen spiritual disciplines to deepen your relationship with God. You'll also learn and see how God can use even the smallest amounts of time to change you and the world through your actions. Are you ready for ten minutes to actually make a difference?

"Employee-organization relationship" is an overarching term that describes the relationship between the employee and the organization. It encompasses psychological contracts, perceived organizational support, and the employment relationship. Remarkable progress has been made in the last 30 years in the study of EOR. This volume, by a stellar list of international contributors, offers perspectives on EOR that will be of interest to scholars, practitioners and graduate students in IO psychology, business and human resource management.

In the emerging new collaborative economic order, innovation is achieved by an integrated process of collaboration between policymakers, business and society. Often, the focus for this collaboration is at a regional level. Creating Collaborative Advantage examines the trends in innovation policy that reflect this new thinking and regional focus. This book develops the view that collaboration is one of many ways of organising a competitive economy. It asks how, when and where collaboration is a meaningful way of organisation. It explores collaboration at business level, business networks between companies, and a wider collaborative coalition between business and public authorities. It is not a manual, a 'how to do it', because there is no single straightforward universal model to replace current orthodoxy on economic development, but it will enable people to learn. The contributors to this unique book have been involved with the implementation of some of the most outstanding examples of collaborative approaches, it therefore gives an outstanding picture of diversity, inbuilt comparisons and contrast, and debate between the cases. The co-authors give their understanding of these issues, but the book tries to establish some common understandings and bring the concept of collaboration to a larger audience, and to increase interest in a field which requires further exploration. Policy makers, advisers and administrators at all levels of government, those involved in research and development, and business leaders and educators, will find this book invaluable, together with readers having an academic interest in the subject of innovation.