Foreword - Warren Bennis
One Strike Too Many
Facts From Way Down (To Way Up)
Expanding the Moment
"Lynton′s Crocodile" and Other Companions
Seizing the Moment
Seeing Systems - At Last
Innovative Institutions in Particular
Going to Size
The Personal Dimension
More Inner Work
Transcendent Challenges
The Sound of Sense
Epilogue
Net, Catch and Crew
Rolf P Lynton has had a long career in training and development. He has been associated with many institutions, mostly in India, and also in Indonesia, China, Europe, and the United States of America as a founder–dean, director, or long-term consultant. He has been John Hopkins University/USAID Senior Advisor, Chairman of the International Association of Applied Social Scientists, and has worked with the Ministries of Industry, and Health and Family Welfare in India. He is an emeritus member of the National Training Laboratory in the USA. He has authored many books and papers including Training for Organizational Transformation (co-authored with Udai Pareek, 2000) and Social Science in Actual Practice: Themes on My Blue Guitar (1998).
`Social Science in Actual Practice succeeds for several reasons. First of all, and perhaps most importantly, Dr Lynton′s professional experience provides a rich tapestry of stories and lessons learned. What is most striking is Lynton′s use of his initial experiences as a consultant during the dock strikes in Engalnd and the nationalization of the coal mines in Scotland following World War II. Lynton clearly and thoroughly describes his work in these two circumstances and frames them within a vivid description of post-war Great Britain....One of the lessons learned throughout the autobiography is the importance of establishing and maintaining relationships, between professionals and the people and organizations they study....As for the style of the book -this reads like no other management text. Lynton admits in his prologue that this is not a `straightforward account′ of his experiences. Rather, in a manner reminiscent of the call-waiting function of a telephone, Lynton interrupts his consulting stories, interjecting related, and seemingly unrelated, anecdotes, observations and thoughts before returning to the original topic....this strategy yields a product that allows the reader to understand Lynton′s desire to make a difference as well as his personal reflections of decision-making misfortunes and triumphs′ - Management Learning
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