CMC MA and DMAN Completions
DMan Theses — Cohort 1, 2003
The part played by writing in the organisational conversation
Alison Donaldson: alison@writinginorganisations.co.uk
Executive Coaching as the Differentiating Patterning of Power
Andrew Lee-Clarke: Andrew.lee@unite-group.co.uk
Reframing Consulting as Transformation from within Human Relating
Bjorner Christensen: bjorner@cmcnorway.no
Organisation Change Prescriptions as Placebo and Side effect
Ian Johnson:ij@siac-world.com
The Leader: an emergent, participative role
James Taylor: JTaylor@ULH.org
The Practical Side of Complexity: implications for leaders
John Tobin: jtobin@wtbyhosp.chime.org
Stuckness and Change in a Community of Organisation Consultants: my practice isn't my own
Michael Nolan: michaelnolan@shepardmoscow.com
Developing Leadership: learning what cannot be taught
Michael Shiel: michael.shiel@imi.ie
Quality Improvement in Health Care: Engaging People in the Process
Steven Hagedorn: hagedorn.steven@MAYO.EDU
DMan Theses — Cohort 2, 2005
Reconciling local initiative with national policy in teacher professional development
Seamus Cannon: seamus@blackrock-edu.ie
Experiencing responsibility in the context of project management
Rui Grilo: rui.grilo@mail.telepac.pt
Re-invigorating and re-defining the practice of qualitative inquiry within a business context
Sheila Keegan: sheilakeegan@btinternet.com
Spontaneity and power: theatre improvisation in processes of change in organisations
Henry Larsen: hl@dacapoteatret.dk
The experience of change in the profession of clinical psychology in the UK
Hester O’Connor: hoconnor@salomons.org.uk
National healthcare strategy and the management of risk in a National Health Services Trust
Karen Parsley: kparsley@gha.gov.gi
Unplanned change and the complexity of power, truth and identity in consulting
Rune Ronning: rune.ronning@aff.no
Organisation development and power relations in an NHS trust
Nicholas Sarra: nicholas.sarra@virgin.net
Processes of culture change in organisations and the contribution of an external facilitator
Louise van Rhyn: louise@symphonia.net
The experience of anxiety when leading in a changing National Health Service trust
David Walker: djw53wkt@hotmail.com
Leadership power and ethics in the educational sector
Richard Williams: lagatica@btinternet.com
DMan Theses — Cohort 3, 2007
Facilitative Consulting in Organisational Complexity: detached involvement in political change processes
Stephen Billing: sbilling@exponential-consulting.com
The Cult Value of Quality Improvement in Healthcare: Complex Social Processes of Working with Targets
Shona Brown: shona.brown@whippsx.nhs.uk
The social character of organizational change: strategizing as emergent practice
Martinus Burger: tinusb@absa.co.za
Leading as the ongoing demand for mutual accounting
Martin Daly: frmartindaly@hotmail.com
From Compromise to Trust and Relationality: ethical dilemmas and paradoxes in assurance practice
Iver Drabaek: idrabaek@fastmail.fm
Generating Experiences of Transformation: A Practice of Organizational Change
Chen Gratz Shmueli: chen.gratz@gmail.com
Senior Executives and the Emergence of Local Responsibilities in Large Organizations: a complexity approach to potentially better results
Nol Groot: groot64@hetnet.nl
Politics, Ambiguity and Executive Discretion in Government: Processes of Revealing and Concealing
Margaret Miller: margdman@comcast.net
Transformation of University Management: Co-evolving Collegial and Managerial Values
Michael Monaghan: michael.monaghan@ucd.ie
The Appeal to Values in the Management of International Non-Governmental Organisations: Linking Ethics and Practice
Chris Mowles: chris@redkitepartners.co.uk
Qualities of Personal Interaction: the promotion of research utilisation for quality improvement in the US health care sector
James Palmer: caldwellpalmer@aol.com
Curricular Processes as practice: The emergence of excellence in a medical school
Cathy Risdon: risdonc@fhsadmin.csu.mcmaster.ca
Merging and De-merging in Organisations: Transforming Identities
Thomas Spiers: thomas.s.spiers@gbr.dupontholding.com
Identity Formation and Emerging Intentions in Consultant-Client Relationships
Cathie Woodward: cwarturocons@aol.com
Leading Volunteers: Power Relations and Values in Organizations
Curt Lindberg: curt@plexusinstitute.org
Inclusion and exclusion in the NHS: Power, innovation and rejection in nursing
Sheila Marriott: sheila@sheilamarriott.fsnet.co.uk
Practice as role enactment: managing purposive sophisticated cooperation
Cameron Charlebois
MA Portfolios - Cohort 1: 2002
Making Sense of Change in the Midst of Change
Jane Blacketer: jane.blacketer@interbrew.com
The Impact of Scientific Rationality on Organisational change in a Science Based Company
David Scanlon: David.Scanlon@astrazeneca.com
The emergent shaping of a human resource manager role in the light of participative enquiry
Ute Alfes: ualfes@mmm.com
Complexity and personal transformation: learning to hold space for emergence
Tony Suchman: asuchman@rochester.rr.com
Exploring the practice of a facilitator and consultant through the metaphor of arts of practice
Mary O’Flynn: moflynn@utvinternet.com
Approaching organisational architecture of Internet companies from a complexity perspective
Eric Olsen: eolsentri@aol.com
MA Portfolios — Cohort 2: 2004
Leading in a trade union
Stale Dokken: stdokken@online.no
The experience of power, blame and responsibility in the health sector
Penelope Lacey: pennylacey@hf-pct.nhs.uk
The relevance of theatre and improvisation to consulting for organisational change
Preben Friis: pf@dacapoteatret.dk
MA Portfolios — Cohort 3: 2007
Promoting Collaborative Action in a Command and Control Culture
Roger Barrett: roger.barrett@orange.net
Responsibility in Consultancy From a Perspective of Emergent Social Interaction
Claus Have: ch@dacapoteatret.dk
MA Portfolios — Cohort 4: 2009
Learning and Performance in Organisations: Working with Difference as Intensifying Experience
Heikki Pentti: HTP@DE.FESTO.COM
