Managing organizational change: process, social construction and dialogue
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Basingstoke [u.a.]
Palgrave Macmillan
2012
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturangaben |
| Physical Description: | XXV, 293 S. Ill., graph. Darst. |
| ISBN: | 9780230244085 |
Staff View
MARC
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| 245 | 1 | 0 | |a Managing organizational change |b process, social construction and dialogue |c Muayyad Jabri |
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Record in the Search Index
| _version_ | 1804148808468135936 |
|---|---|
| adam_text | CONTENTS
List of Tables
xii
List of Figures
xiii
Preface
xv
About the Author
xviii
Message to the Lecturer
xx
Message to the Student
xxii
Acknowledgements
xxiv
chapter
1
Defining Change
1
The nature of change
2
Anticipation of the forces of change
3
Change versus changing
8
Stories of change in time
9
Types of change
9
Ways of thinking about change
11
Organizational vision and the management of change
14
Strategic thinking and change
17
Metaphors and vision
18
Revision
20
Recommended reading
21
2
Constructing Change
25
Modes of thinking about change
26
The role of language in managing change
28
The organization as a system based on social construction
30
Monologic
and dialogic communication
34
Constructing levels of analysis
35
The importance of the individual level of analysis
38
What do we mean by structure?
41
What do we mean by culture?
42
VIH
CONTENTS
Constructing connections between structure and culture
45
Why is process important?
45
Revision
47
Recommended reading
47
Understanding the Role of the Change Agent
51
Defining agency
52
External and internal change agents
53
Agency and structure
58
Agency and leadership for change
60
Monologic
and dialogic agency
62
Relational agency and communication
64
The consultant-client relationship
67
Agency and sources of power
70
Revision
71
Recommended reading
72
Constructing Change Through Narrative and Storytelling
75
Why narrative?
76
Importance of narrative in constructing change
79
Change management through narratives
82
Types of narratives
82
Role of voice narrative in creating readiness
83
Storytelling as an act of narration
84
Why is storytelling useful for managing change?
87
Narrating job situations through storytelling
89
Emergence of agency through narration
90
Making judgements on stories
91
Role of storytelling in enacting change
92
Revision
94
Recommended reading
94
Constructing Change Through the Field Concept
97
The case of Newpark General Hospital
98
Field theory and the work of
Kurt Lewin 99
Storying change achieved through force-field
№3
Field theory and the notion of utterances W4
Lewin
and the notion of dialogue W6
Using force-field in group settings W7
Action research
110
Action leading to theory and theory leading to action
114
Example of the type of activities involved in action
research
115
CONTENTS
IX
Revision 117
Recommended reading
117
Creating Readiness and the Notion of Sensemaking
119
Readiness: a conceptual overview
120
Gap analysis and the willingness to change
121
Creating readiness at different levels
123
Ways of enhancing readiness
126
Relationship between readiness, capability and urgency
126
The role of communication in creating readiness
131
Readiness and sensemaking 132
Sensemaking of Queensland s natural disaster: a
case example
135
Revision
140
Recommended reading 140
The Problem-Centric Model of Diagnosing Change
143
An overview of diagnosis
144
Introducing the problem-centric model
145
Introducing the dialogic mode
146
The problem-centric mode 147
Climate audits and voice surveys
150
Diagnosis achieved through retrospective sensemaking
155
Levels of diagnosis
156
Problems associated with diagnosis
162
Leveraging change
164
Total quality management
164
Revision
167
Recommended reading
167
The Dialogic Model of Diagnosing Change
171
The role of dialogue 172
Introducing appreciative inquiry
(Al)
174
Diagnosing through
Al I76
Advantages of
Al 178
Palm
24:
a story of
Al I78
The role of conversations in
Al
182
The role of dialogue in
Ai I83
Contrasting the models: a recap I84
Diagnostic models: an evaluation
187
Relationships between diagnosis and intervention
187
Revision
iço
Recommended reading 190
X
CONTENTS
9
Modes of Intervening
193
Defining the act of intervention
194
Attitudinal change
194
Covert and overt levels of analysis: the notion of
the organizational iceberg
195
Using the iceberg for planning interventions
197
The role of communication in facilitating intervention
199
Modes of intervention
200
Depth of intervention
203
The metaphor of the swimming pool
206
How discourse implicates the social construction of
an intervention
209
Intervention as an act of balancing
212
Revision
215
Recommended reading
215
10
Understanding and Managing Organizational Resistance
219
Probing reasons for resistance
221
Resistance and social representation
222
Resistance as an attitudinal outcome
223
The social construction of resistance
224
Explaining resistance: first and second realities
226
Resistance and types of conversation
227
Explaining resistance: the role of personal identity
230
The role of communication
231
The role of conversation in explaining resistance
232
Revision
233
Recommended reading
233
11
Communicating Change 237
The role of language in change communication
238
Models of communicating change
241
Bakhtin s notion of dialogue
246
Consensus:
monologic
versus dialogic
247
Dialogic communication
250
Connections between communication and a learning
organization
252
Communicating change and the role of the change agent
254
Revision
256
Recommended reading
25°
12
Making Sense of Organizational Identity
261
Two approaches to organizational identity
263
CONTENTS
XI
Reconciüng
the two approaches
266
Connections between levels of identity
268
Ricoeur: the role of narratives in the formation of
organizational identity
268
Bakhtin: the role of utterances in the formation of
organizational identity
271
The notion of change agency
274
Identity and empowerment
275
Defining empowerment
276
Empowerment achieved through participative design
278
Summary
280
Revision
281
Recommended reading
281
Author Index
285
Subject Index
290
|
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| indexdate | 2024-07-10T00:13:01Z |
| institution | BVB |
| isbn | 9780230244085 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-024727417 |
| oclc_num | 775812225 |
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| owner_facet | DE-1050 DE-473 DE-BY-UBG DE-188 |
| physical | XXV, 293 S. Ill., graph. Darst. |
| publishDate | 2012 |
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| publisher | Palgrave Macmillan |
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| spelling | Jabri, Muayyad Verfasser aut Managing organizational change process, social construction and dialogue Muayyad Jabri 1. publ. Basingstoke [u.a.] Palgrave Macmillan 2012 XXV, 293 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Unternehmen (DE-588)4061963-1 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Organisationswandel (DE-588)4075693-2 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Organisationswandel (DE-588)4075693-2 s Change Management (DE-588)7606306-9 s DE-604 Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024727417&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Jabri, Muayyad Managing organizational change process, social construction and dialogue Unternehmen (DE-588)4061963-1 gnd Change Management (DE-588)7606306-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)7606306-9 (DE-588)4075693-2 |
| title | Managing organizational change process, social construction and dialogue |
| title_auth | Managing organizational change process, social construction and dialogue |
| title_exact_search | Managing organizational change process, social construction and dialogue |
| title_full | Managing organizational change process, social construction and dialogue Muayyad Jabri |
| title_fullStr | Managing organizational change process, social construction and dialogue Muayyad Jabri |
| title_full_unstemmed | Managing organizational change process, social construction and dialogue Muayyad Jabri |
| title_short | Managing organizational change |
| title_sort | managing organizational change process social construction and dialogue |
| title_sub | process, social construction and dialogue |
| topic | Unternehmen (DE-588)4061963-1 gnd Change Management (DE-588)7606306-9 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Unternehmen Change Management Organisationswandel |
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