By J J Boonstra; Léon de Caluwé
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Loon, Rens van. Het geheim van de leider. Zoektocht naar essentie. Assen: Van Gorcum, 2006. Man, Hubert de. Defensief gedrag in organisaties doorbreken. M&O, tijdschrift voor management en organisatie 57(2) (2003), pp. 5–16. Peij, S. Handboek corporate governance. Deventer: Kluwer, 2002. Quinn, R. Deep Change: Discovering the Leader Within. San Francisco: Jossey-Bass, 1996. Remmerswaal, Jan. Handboek Groepsdynamica. Een nieuwe inleiding op theorie en praktijk. Soest: Uitgeverij Nelissen, 1998. Revans, R.
The development of knowledge and methods is at the service of radical change. Methods used include open-minded observation (Hoebeke, 2004; Appreciative Inquiry, Cooperrider, 2005) and future-oriented search conferences (Future Search, Weisbord, 1992; Search Conferences, Emery, 2004). Social-Interpretative Paradigm From the social-interpretative paradigm people search for understanding of what is going on, starting from their subjective experiences and observations. The point of departure is a subjective and interpretative vision with the basic premise that people are capable of changing their reality.
Van der. Scenarios. The Art of Strategic Conversation. 2nd edition. Chichester: Wiley, 2005. Hoebeke, L. Dilemmas and paradoxes in organizational change processes. A critical perspective. In J. J. ) Dynamics of Organizational Change and Learning. Chichester: Wiley, 2004. Hosking, D. M. Change works. A critical construction. In J. J. ) Dynamics of Organizational Change and Learning. Chichester: Wiley, 2004. Isaacs, William. Dialogue and the Art of Thinking. New York: Doubleday, 1999. Jackson, M.