Editorial Ihave a couple of points to write about in this editorial. Firstly, the number of articles that we receive <strong>for</strong> publication appears to have reduced. I am told that one possible reason <strong>for</strong> this is the 'stringent' criteria we apply - not to accept articles that do not seem to be original. Now, there is nothing 'stringent' about this! We simply cannot accept materials that are possibly plagiarized! I have no doubt at all that there are so many people who have thoughts and practices of theirs to share about. I am re-appealing to such people to kindly share these with the fellow professionals. The <strong>HR</strong>D Newsletter was started as an organ of the <strong>National</strong> <strong>HR</strong>D <strong>Network</strong>, whose purpose is to learn from each other. And the Newsletter is a plat<strong>for</strong>m <strong>for</strong> that. The second point that I wish to touch upon is based on written material that I came across in the recent past - materials about the role of conversations in organizational change, many of which can be found in www.laurie<strong>for</strong>d.com. I want to refer to the paper titled "Resistance and the background conversations of change" co-authored by Jeffrey Ford, Laurie Ford and Randall Mc Namara (Journal of Organisational Change Management, Vol 15, No 2, 2002, pp. 105-121.). In this paper, the authors take a post-modernst, constructivist perspective and consider that there is no singular, objective reality of phenomena, but is "interpreted, constructed, or enacted through social interactions'. Proceeding from this premise, the authors consider that resistance to change is to be found in the constructed social reality: there is a conversation in the social system that is at the 'background' of change ef<strong>for</strong>ts. Attempts at change that ignore to alter this background conversation are not likely to succeed. The authors identified three such resistance-to-change backgrounds: complacent, resigned and cynical. These three are created and sustained by three different sets Best Chapter Award 2006-07 - Delhi Chapter of conversations. The authors propose 'reinvention' as a way of dealing with these background conversations: reinvention "is not about changing what is, but undoing what is and creating something new." Readers who are interested to delve deeper into this matter will benefit hugely from going through this paper, and others the website I had mentioned above. - C. Balaji The Delhi Chapter of N<strong>HR</strong>DN established during 1985-86 has been attaining a multi-fold growth in size, contribution to the profession and service to members. During the period 2006-07, the membership of the Chapter has grown considerably including the growth of Life membership to 1500 plus, which is commendable. Besides organizing regular monthly/special meets with outstanding speakers, the Chapter has organized a number of special events during the year. The Chapter successfully organized the 10th <strong>National</strong> Conference which became the biggest conference in terms of revenue and profits in the history of N<strong>HR</strong>DN. The Chapter has shown innovation in the way they have organized a couple of very interactive sessions : '<strong>HR</strong> in action' which is organized on the lines of a Town Hall where any participant in the event is free to share his/her thoughts on <strong>HR</strong> with the rest of the group. Recently, the chapter has launched its mega web project (web 2.0) with some unprecedented and path breaking work. Chapter also hosted board meets and contributed significantly to the national activities etc. The Delhi Chapter has created a benchmark by holding regular Annual General Body Meetings and leadership renewal. AGM immediately after close of accounts, duly audited in record time. Their annual secretary report is a masterpiece and exemplary work of corporate governance. The Chapter has a clear succession plan with young talent contributing and taking charge. The Code of Conduct is consistently institutionalized and has been making highest funds contribution to the Head Quarter. The Chapter has been making contribution beyond to the non-profit organizations. Delhi chapter has also been supporting the <strong>National</strong> and Regional level activities of N<strong>HR</strong>DN. In recognition of the outstanding achievements made during 2006-07, the <strong>National</strong> <strong>HR</strong>D <strong>Network</strong> takes pride in conferring the Best Chapter Award 2006-07 on the Delhi Chapter. Most Promising Chapter Award 2006-07 - Nagpur Chapter Nagpur Chapter of N<strong>HR</strong>DN has been attaining a multi-fold growth in size, contribution to the profession & service to members. During the period 2006-07, the membership of Chapter has grown considerably including the growth of Life Membership to 68, which is commendable in smaller non-metros. Besides maintaining a continuous momentum in organizing the regular meetings, the Chapter has organized 2 special events in this year. Nagpur Chapter has also been the frontrunner <strong>for</strong> the share of membership made to the Headquarters. In recognition to the noteworthy achievements made during 2006-07 amongst the non-metro Chapters, the <strong>National</strong> <strong>HR</strong>D <strong>Network</strong> takes pride in conferring the Most Promising Chapter Award 2006-07 on the Nagpur Chapter. | <strong>HR</strong>D News Letter | December 2007, Vol.23, Issue:9 12 |
Crisp Color Add | <strong>HR</strong>D News Letter | December 2007, Vol.23, Issue:9 13 |
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