EIGHTTransforming Meetings, Teams, and Organizations

In Chapters 4 through 7, we have been talking about taking an action inquiry approach to transforming the action-logics guiding our own practice. Of course, our own practice in an organization involves us with other co-workers, so a large part of what we have discussed so far has concerned how to diagnose colleagues as well as ourselves and how to experiment with acting differently with our superiors and subordinates. But the focus has fallen consistently on how each of us can improve our own practice through action inquiry.

In this section of the book, we shift our focus to the questions of how to lead teams and organizations through developmental transformations. This shift in focus ...

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