Attribution Theory 360 Social Exchange Theory 361 Sources of Conflict 361 Diversity and Conflict 363 Stages of Conflict 365 Strategies for Negotiation and Conflict Management 368 Conflict and the Public Sector 372 Ways of Acting 374 Thinking in Action 375 Asking Questions 375 Individual 376 Budget Surplus Case 377 Parks and Recreation Case Study 377 Bayshore Child Development Center 378 Conflict in an Emergency Situation 379 When Is Conflict Healthy? 380 12. Organizational Change 381 Where Do We Begin? 384 To Change or Not to Change? 384 Your Orientation Toward Change 385 Discussing Your Experiences With Change 386 Ways of Thinking 386 Approaches to Understanding Change 386 Classic Approaches 386 Organizational Culture 388 Open Systems and Organizational Learning 391 Large Systems Change 396 Approaches to Bringing About Change 398 Change Through Management Action or Reorganization 399 Change Through Organization Development 402 Change Through Appreciative Inquiry 406 Change Through Six Sigma 407 Change Through the Arts 408 The Management of Change 410 Steps in Organizational Transformations 410 Change and Innovation in Public Organizations 412 The Ethics of Managing Change 414 A Final Note on Personal Change 418 Ways of Acting 419 Thinking in Action 421 Reasoning Processes in Organizational Change 421 Leading Change in Local Government 423 An Approach to Leading Change 427 13. Representing the Organization the “On Outside” 429 Do We Begin? 431 Networks and Relationships 431 Working With the Media 432 Ways of Thinking 433 The Core Skills of External Relations 433 Developing Effective Relations With the Legislature 433 New Technologies 436 Working With the 439 Making Effective Presentations 443 The New Skills of External Relations 445 Listening to Citizens, Clients, and 446 “Customers” Involving Citizens in the Work of Government 450 Collaborating With Others 455
Attribution Theory 360 Social Exchange Theory 361 Sources of Conflict 361 Diversity and Conflict 363 Stages of Conflict 365 Strategies for Negotiation and Conflict Management 368 Conflict and the Public Sector 372 Ways of Acting 374 Thinking in Action 375 Asking Questions 375 Individual 376 Budget Surplus Case 377 Parks and Recreation Case Study 377 Bayshore Child Development Center 378 Conflict in an Emergency Situation 379 When Is Conflict Healthy? 380 12. Organizational Change 381 Where Do We Begin? 384 To Change or Not to Change? 384 Your Orientation Toward Change 385 Discussing Your Experiences With Change 386 Ways of Thinking 386 Approaches to Understanding Change 386 Classic Approaches 386 Organizational Culture 388 Open Systems and Organizational Learning 391 Large Systems Change 396 Approaches to Bringing About Change 398 Change Through Management Action or Reorganization 399 Change Through Organization Development 402 Change Through Appreciative Inquiry 406 Change Through Six Sigma 407 Change Through the Arts 408 The Management of Change 410 Steps in Organizational Transformations 410 Change and Innovation in Public Organizations 412 The Ethics of Managing Change 414 A Final Note on Personal Change 418 Ways of Acting 419 Thinking in Action 421 Reasoning Processes in Organizational Change 421 Leading Change in Local Government 423 An Approach to Leading Change 427 13. Representing the Organization “On the Outside” 429 Do We Begin? 431 Networks and Relationships 431 Working With the Media 432 Ways of Thinking 433 The Core Skills of External Relations 433 Developing Effective Relations With the Legislature 433 New Technologies 436 Working With the 439 Making Effective Presentations 443 The New Skills of External Relations 445 Listening to Citizens, Clients, and “Customers” 446 Involving Citizens in the Work of Government 450 Collaborating With Others 455