This project inquired into the internal group change practices of a social change organization, the Human Rights Group. The inquiry group developed their descriptions of group learning and change practices that support shifts in internal strategies and frameworks. Human Rights Group created narratives of key organizational changes, developed descriptions of group strategy shifts, and reflectively analyzed its frameworks and practices for organizational change. I analyzed these group stories and reflections to further develop event-based descriptions of group practices during shifts in group operations and strategies.
Inquiry findings describe notable group change practices used during shifts in group strategies and practices. The total of 22 group and researcher identified change practices were clustered within 3 overall themes: adaptive action learning, creating receptivity, and creating shifts. A subset of highly generative change practices were further assessed through three arenas of inquiry: within the Human Rights Group's internal cultural frames, through my approximation of the HRG's cultural frame, and, as translated interpretations for use by other social change groups.
These group practices of learning and change are useful for social change groups, practitioners, researchers, and social change funders. The findings provide insights into situated organizational change practices, and inform the areas of: group learning, nonprofit organizations, social change, strategy as practice, relational leadership, and organizational development and transformation.
|Commitee:||Kasl, Elizabeth, Shanel, Kathleen, Yorks, Lyle|
|School:||California Institute of Integral Studies|
|School Location:||United States -- California|
|Source:||DAI-A 73/04, Dissertation Abstracts International|
|Subjects:||Management, Organization Theory|
|Keywords:||Group learning, Nonprofit organizations, Organizational development, Relational leadership, Social change, Strategy as practice|
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