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In addition to evolving through practical application, the remodelling change process also developed through integrating insights, understandings and benefits gained from a broad swathe of academic research.
The theoretical underpinning for remodelling includes work on:
- experiential learning (David Kolb)
- double loop and organisational learning (Chris Argyris)
- systems thinking (Peter Senge)
- emotional intelligence (Daniel Goleman)
- why leadership and change agendas often fail (John Kotter)
- leadership in a culture of change (Michael Fullan)
In addition, remodelling also draws on diverse and seminal work on:
- teamworking (Peter Scholtes)
- the rational, political and emotional aspects of change (Daryl Conner)
- stakeholder management and organisational transition (Richard Beckhard)
- the emotional change curve around bereavement (Elizabeth Kubler-Ross)
- cultural change (Ed Schein)
- productive workplaces (Marvin Weisbord)
As its reputation spreads and its impact becomes more and more evident, remodelling is featuring in academic work. Ofsted quotes ‘a quiet revolution’ taking place in schools.
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