Originators and practitioners of such change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology outline the distinctive aspects of their approaches, detail roles and responsibilities, share stories illustrating their use, and answer frequently asked questions. A comparative chart allows readers to evaluate the methods to find the one that seems best for them.

Businesses implementing great changes are often heavy on "hard" methods, such as Six Sigma, and lack the means to achieve "human" results, encouraging boardroom presence and response, say the authors. In this volume, they describe approximately 60 diverse methods for implementing change in organizations big and small. With almost twice the coverage of the first edition, both "hard" and "human" methods are introduced in accessible language, offering theoretical basis and including matrices and case studies to demonstrate implementation. The methods are organized by the sort of change they are meant to achieve, such as support, planning, structuring and improving. Some methods discussed include: Conversation Café, participative design, study circles, scenario thinking, human systems dynamics, and appreciative inquiry. Abundant support materials help readers navigate, select, and mix-and-match the methods. Intended audience includes middle, project and senior managers; community leaders and activists; internal and external consultants; business reengineering groups; and students of change. Annotation ©2007 Book News, Inc., Portland, OR (booknews.com)