Collaborative Inquiry for Organization Development and Change
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Collaborative Inquiry for Organization Development and Change

Abraham B. Shani and David Coghlan

This practical book explores collaborative inquiry as an approach to research and change in organizations where internal members and external researchers work together as partners to address organizational issues and create knowledge about changing organizations.
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Chapter 4: Transformation and design

Abraham B. Shani and David Coghlan

Abstract

Both design and transformation play a critical role in the emergence and implementation of a change process. We explored how collaborative inquiry design orientation is crucial in providing a structural context for the engagement of all parties in the collaborative endeavor. Transformational change implies radical change in the organization’s identity, how the organization functions and how members of the organization perceive, think and behave. It entails second order change that includes changes in the organization’s mission and identity that trigger an organizational redesign of the way the organization works. Organization development scholar-practitioners, embedded in collaborative inquiry practice, utilize the depth and breadth of design and design process-oriented knowledge, and through conversations and dialogue with members of the organization a collective choice is made about the appropriate change and development process to follow.

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