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This article categorizes organization development (OD) approaches to change management into three categories and explains their differences and when each might be most appropriate. It focuses on the differences between two different change strategies that utilize the same methods and are associated with a Dialogic OD mindset: high engagement and generative. The generative change strategy is the newest and least discussed in the change literature. The article endeavors to alert practitioners and researchers to important differences that make the generative change strategy the most rapid and transformational catalyst for change of the three.

Descriptions of the high engagement and generative change strategies are followed by brief case examples. The differences in roles and activities of leaders (sponsors), change agents and those affected by the change are identified. Propositions about when each strategy is appropriate are offered.

The rate and depth of change produced by generative change is beyond what change professionals normally aspire to. High engagement strategies appear to be the most common form of dialogic organizational consulting. It is probably not coincidental that managerial control is retained while engaging the targets of change in participating on some aspect of change planning and solution finding. Generative strategies that lead to rapid transformations are based on complexity science, so are more agile, emergent and self-organizing, and thus less managerial control. A generative strategy is of limited value when high levels of interdependence or large capital outlays require central coordination of change. In such cases, high engagement is a better choice.

The authors believe this is the first article to identify the differences between high engagement and generative strategies utilized by Dialogic OD practitioners using large group interventions and propose when each may be the most appropriate. Additionally, the generative change model provides a new lens for creating a path to the agile organization.

The purpose of this paper is to explore the process of co-producing a formulation alongside a service user and the clinical team within a secure inpatient service. This paper has been co-authored by the service user and members of the multi-disciplinary team (MDT).

An open-ended focus group discussion was facilitated with the service user and members of her MDT. The process of thematic analysis was applied to the focus group transcript.

The following themes highlighted important outcomes of co-producing a formulation within a secure inpatient setting; “Meaningful Collaboration”, “Co-Produced Understanding” and a “Shift in Power Differential”. This paper demonstrates the importance of meaningful co-production within a secure inpatient service whilst also highlighting the challenges and tensions of working in a co-produced way within this context.

This paper explores the process of co-producing and developing a formulation from the perspective of one service user and their MDT within a secure inpatient setting. It would be unhelpful to extrapolate broad assumptions from this case study although this study does raise important considerations for future research and encourages an emphasis on a co-produced design and dissemination.

This case study highlights the importance of co-production in clinical endeavours, service delivery and development perspectives and in the dissemination of this information.

The importance of co-producing and co-authoring alongside service users have been highlighted in this paper. This approach to co-production and co-authorship is highly recommended in future research endeavours.

The purpose of this paper is to emphasise how vulnerability is not only “place-based” and to explore by example how vulnerability to hazards in England may comprise additional economic, social and psychological contributors to poverty. The mutuality of poverty and vulnerability is demonstrated, as are examples of susceptibility of the vulnerable to stigmatic disregard and cruelty.

“Place-based” vulnerability is exemplified by coastal vulnerabilities and causes of their increase. Poverty and its causes are explained, followed by examples of possible contributors, indicators and consequences in incomes, living costs and debt; housing welfare and homelessness; food, nutrition, health and mental ill-health. Susceptibility to stigmatic behaviours exacerbate personal vulnerabilities.

Dynamics of mutual inter-relationships between poverty and vulnerability are demonstrated. Behavioural responses to either condition by individuals and by society at large, to which those who are vulnerable or in poverty are susceptible, are described in the present and from history.

Findings form a “theoretical reality” upon which some measures may follow. An additional need is identified for long-term social field research to follow adults’ and childrens’ experiences, and consequences of poverty in vulnerable situations.

Vulnerability accrues irrevocably between disasters, the results of which may be exposed by disaster impacts.

Recognition of linkages between economic and social vulnerability and disasters is essential for subsequent action to reduce the impact of disasters upon society.

Though vulnerability has been explored for many years, the dynamics of its contributing processes require further explanation before their wider comprehension is achieved.

The purposes of this paper are: to view the credit crunch as a decline in certainty and predictability in the world at present, and to examine the challenge this decline presents to leaders, to identify leadership errors that can occur, and to suggest successful leadership strategies relevant to the current challenges.

This paper first explains Taleb's analysis of the effect of unpredictable events and then identifies both common errors and helpful strategies of leadership, giving examples.

It is found that the recent changes in the commercial and financial world, the credit crunch, create considerable leadership challenges. It is also shown that there are things leaders can do to increase or maintain their effectiveness as leaders and there are methodologies they can employ with their organisation to increase the organisation's effectiveness in the face of unfolding uncertainty.

The paper gives clear guidance both on the approach leaders would be wise to avoid and a helpful approach to offering leadership in times of uncertainty.

Taleb's work offers a unique and timely way of understanding how unhelpful behaviour can occur when conditions change suddenly or unpredictably. The paper draws out the implications of his philosophical and intriguing work in a pragmatic, practical, way to make clear its relevance to leadership during the credit crunch.

The purpose of this paper is to explain the appreciative inquiry change methodology and to demonstrate how it can be applied to a specific work challenge.

This paper first explains the appreciative inquiry method and gives an account of how the approach was applied to a sales team development event.

Appreciative inquiry is a change approach that is growing in popularity. This paper demonstrates the flexibility of this approach within the context of change and development. In the case study under examination the incorporation of appreciative inquiry based practice enhanced both the development experience and post event performance.

This paper gives clear guidance on the basic model of appreciative inquiry and how it can be practically employed in a familiar context.

Appreciative inquiry offers an alternative approach to organisational development to either personality based or problem solving based development. By calling on the human facilities of imagination, emotion, conversation, engagement, orientation, and self‐direction it offers a truly psychological approach to human group development

The purpose of this article is to identify the range of psychosocial care components used by a multidisciplinary breast cancer team.

A questionnaire was developed to assess the range of psychosocial care components used by the team, their confidence using them and their training needs in relation to them. A total of 15 people completed the questionnaire from seven different professions.

The breast cancer team carried out a wide range of psychosocial care components despite little formal training to support their work. They valued the importance of psychosocial interventions and recognised their learning needs in relation to them.

The small sample size limited ability to detect correlations and significant trends within the data. Future research could sample other cancer teams and use the questionnaire before and after training to detect changes in the use of psychosocial care components.

The psychosocial needs of cancer patients are best met when all members of the team are aware of and respond to those needs. This study suggests that team members' confidence in using psychosocial care components should be regularly assessed and training provided. It is proposed that a questionnaire is a valuable way of gathering information and evaluating training.

This paper would be of value to a manager or clinician aiming to develop a multidisciplinary approach to the psychosocial care of cancer patients.

Examines the nature of professional competence, using the field of Internal Audit as an exemplar. Attempts to describe the professionalization process and thus the context in which the concept is normally encountered. Reviews the nature and influence of pressures for change currently affecting the Internal Audit profession. Examines the differing approaches to the definition and interpretation of professional competence, including the consideration of the factors which underpin it and the role therein played by knowledge. Considers current UK and US proposals and developments in Internal Auditor education in the light of conclusions drawn from the preceding sections. Concludes that it is likely that a major influential role will be played by current developments in NVQ methodology and that, at least in the short term, a case study approach to teaching and assessment would be beneficial. It further posits that there will be, in all probability, a major role to be played in the future by formally structured workplace based competence led assessment.