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M3C Model of Cooperative Contextual Change
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The M3C Model of Cooperative Contextual Change

Williams; Biscaccianti; Esposito
ISBN-10: 1617771910
ISBN-13: 9781617771910

In our Marketplace:
2 new from $16.53
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.
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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

List price: $21.99
Edition: N/A
Publisher: Tate Publishing & Enterprises, LLC
Binding: Trade Paper
Pages: N/A
Size: 6.00" wide x 9.00" long x 0.75" tall
Weight: 0.79 lbs.
Language: English

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