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    M3C Model of Cooperative Contextual Change

    ISBN-10: 1617771910
    ISBN-13: 9781617771910
    Author(s): Williams, Biscaccianti, Esposito
    Description: Alessandro Biscaccianti, Mark Esposito, and Lloyd C. Williams have come together to write a modern new textbook on the theory of contextual change, presenting original ideas tested and ready to implement in their highly informative book, The M3C  More...
    List price: $21.99
    Buy it from: $17.63
    This item will ship on Monday, September 22 .

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    List Price: $21.99
    Publisher: Tate Publishing & Enterprises, LLC
    Binding: Paperback
    Size: 6.00" wide x 9.00" long x 0.75" tall
    Weight: 0.792
    Language: English

    Alessandro Biscaccianti, Mark Esposito, and Lloyd C. Williams have come together to write a modern new textbook on the theory of contextual change, presenting original ideas tested and ready to implement in their highly informative book, The M3C Model of Cooperative Contextual Change.The authors posit that to increase effectiveness of change, it's necessary to introduce dynamic stability into a system. The whole organization and each individual should have a sense of security, and M3C can become the vehicle for this change. One especially new element is the contextual drivership method, which integrates leadership and management into organizational practices and processes that assure opportunity and capacity for success among employees. So if you're ready to increase action coordination, proactively anticipate possible issues, enhance information sharing, and become willing to look for solutions instead of focusing on problems, pick up The M3C Model of Cooperative Contextual Changefor some brand-new insight.

    Preface
    Executive Summary
    Introduction
    Theoretical Foundations of the Model of Cooperative Contextual Change
    On Change and Resistance to Change
    Theories on Change
    A Systemic Approach to Change: the Communicative Therapy
    Resistance to Change: A Resource to Make Change Happen
    The Foundations of M3C Model of Cooperative Contextual Change, and Its Operating Concepts
    On Contextualism
    On Cooperation
    On Principled Negotiation
    Operating Concepts of M3C: Stake
    On Behaviors, Norms, Rules, Values
    On Leadership
    Operating Concepts of M3C: Contextual Drivership
    Operating Concepts of M3C: Reliability
    On Accountability
    Operating Concepts of M3C: Autonomy
    On Commitment and Motivation
    Motivation
    Commitment
    Operating Concepts of M3C: Commitment
    On Competencies Development
    Operating Concepts of M3C: Competence
    On Creative and Innovative Thinking
    The M3C Model of Cooperative Contextual Change
    The Four Elements of Dynamic Stability
    The First Element of Stability: Explicit Stake
    The Second Element of Stability: Co-built and Co-opted Ground Rules
    The Third Element of Stability: Systemic Relationships to Initiate and Regulate Actions
    The Fourth Element of Stability: Solution-Oriented Mindset
    The M3C Model of Cooperative Contextual Change
    The Learning Process to Implement M3C
    Context's Assessment
    Conflict Cleansing Process
    Community Norming
    Contextual Drivership
    Cooperative Innovation
    Protocols to Implement the Model of Cooperative Contextual Change
    Context's Assessment
    Emotional Leveling Communication Protocol
    Strategies for Reducing Actors' Resistance to Change
    Community Norming
    Cooperation Emergence Protocol
    Creative Negotiation Grid
    The Five Elements of a Creative Negotiation
    The Stake and Prioritized Interests
    The BATNA and Other Alternatives
    The Legitimate Criteria
    The Creative Options
    The Four Phases of Creative Negotiation
    Analyzing the Context and Preparing Negotiation
    Sharing Information
    Trading Off Interests and Bargaining
    Implementing the Agreement
    The Three Key Elements of Creative Negotiation
    Anchoring
    Suggesting Trade-offs
    Proposing the Deal
    The Two Factors of a Creative Negotiation
    The Context
    The Negotiators
    Feedback Matrix
    Decision-Making and Strong Consensus Protocol
    Contextual Drivership
    Organizational Alignment Map
    Driver's Added Value Matrix
    Reliability Matrix
    Team's Reliability Matrix
    Implementing a Drivership Strategy to Effectively Develop Reliability
    Autonomy Curve
    Implementing the Autonomy Curve
    Follow-up Protocol (FIP) and Support Protocol (SAS)
    Follow-up Protocol: the Fixed Points
    Support Protocol: the Slots of Active Support (SAS)
    Strategies to Build Power Patterns
    The Adaptability Matrix
    The Power Patterns Matrix
    Commitment Enhancement Matrix
    Commitment and Motivation in the Contextual Drivership Paradigm
    Features and Structure of the Commitment Enhancement Matrix
    Recommendations to Maintain and Increase Commitment
    Competencies Development Cycle Matrix
    The Process to Facilitate Assignments' Rotation
    Transferring Routine Assignments in Sleeping Base Assignments
    Consolidating Key Assignments into Routine Assignments
    Formalizing Development Assignments to Transform Them into Key Assignments
    Identifying Development Assignments in the Sleeping Base
    Cooperative Innovation
    GEI Groups for Exchange and Improvement
    Silent Roundtable Protocol
    Call for Ideas Protocol
    Reasons-or-Results (RORR) Protocol
    Substantiating Cases of the Implementation of the M3C
    The Change Process at the Industrial Department in the Rubber Company
    The Context of the Rubber Company
    Starting the Change Process at the Company Level
    Starting the Change Process at the Industrial Department
    Implementing the M3C at the Industrial Department
    Leveraging the Contextual Drivership Method
    Outcomes of the Implementation of the M3C in the Industrial Department
    The French Subsidiary of an American Multinational Company
    The Context of the American Multinational (AMN) and Its French Subsidiary (FS) at March 2002
    Implementing the M3C for FS's Management Committee
    FS's Context in March 2003
    Using FS's Manager's Perception to Analyze the Outcomes of the Implementation of the M3C
    Unexpected Findings
    Conclusions
    Recommendations
    Appendices
    Features of the Different Types of Change
    Global View of the Drivership Approach
    Bibliography
    Tables and Diagrams
    Endnotes

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