Managing organizational change: process, social construction and dialogue
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Palgrave
[2017]
|
| Ausgabe: | 2nd edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXV, 314 Seiten Illustrationen |
| ISBN: | 9781137468574 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Managing organizational change
Autor: Jabri, Muayyad
Jahr: 2017
CONTENTS
List of Tables xii
List of Figures xiii
Preface XV
About the Author xviii
Message to Lecturers XX
Message to Students xxii
Acknowledgements xxiv
Defining Change 1
The nature of change 2
Anticipation of the forces of change 3
Change versus changing 8
Stories of change in time 10
Types of change 11
Ways of thinking about change 13
Organizational vision and the management of change 15
Strategic thinking and change 18
Metaphors and vision 20
Recommended reading 23
References 23
Constructing Change 27
Modes of thinking about change 28
The role of language in managing change 31
The organization based on social construction 33
Monologic and dialogic communication 38
Constructing levels of analysis 39
The importance of the individual level of analysis 42
What do we mean by structure? 44
What do we mean by culture? 46
Constructing connections between structure and culture 48
Why is process important? 49
Case study: Jolson Hospital 51
Recommended reading 53
References 53
3 Understanding the Role of the Change Agent 57
Defining agency 58
External and internal change agents 59
Agency and structure 64
Case exercise: announcing change 66
Agency and leadership for change 66
Monologic and dialogic agency 68
Relational agency and communication 70
The consultant-client relationship 73
Agency and sources of power 75
Recommended reading 77
References 77
4 Constructing Change Through Narrative and Storytelling 81
Why narrative? 82
Importance of narrative in constructing change 86
Change management through narratives 88
Role of voice narrative in creating readiness 90
Storytelling as an act of narration 92
Why is storytelling useful for managing change? 94
Narrating job situations through storytelling 96
Emergence of agency through narration 97
Making judgements on stories 99
Role of storytelling in enacting change 99
Recommended reading 101
References 101
5 Constructing Change Through the Field Concept 105
The case of Newpark General Hospital 106
Field theory and the work of Kurt Lewin 107
Storying change achieved through force-field 112
Field theory and the notion of utterances 112
Lewin and the notion of dialogue 114
Using force-field in group settings
Action research 120
Action leading to theory and theory leading to action 124
Example of the type of activities involved in
action research 125
Storied Force-field Template 127
Case study: Daffodil Inn 130
Recommended reading 133
References 133
6 Creating Readiness and the Notion of
Sensemaking 137
Readiness: a conceptual overview 138
Gap analysis and the willingness to change 139
Creating readiness at different levels 141
Ways of enhancing readiness 144
Relationship between readiness, capability and urgency 145
The role of communication in creating readiness 149
Readiness and sensemaking 150
Recommended reading 157
References 157
7 The Problem-centric Model of Diagnosing Change 161
An overview of diagnosis 162
Introducing the problem-centric model 163
Introducing the dialogic mode 165
The problem-centric mode 166
Voice and staff engagement surveys 169
Diagnosis achieved through retrospective sensemaking 175
Levels of diagnosis 175
Problems associated with diagnosis 182
Leveraging change 183
Total quality management 184
Recommended reading 187
References 187
8 The Dialogic Model of Diagnosing Change 191
The role of dialogue 192
Introducing appreciative inquiry (Al) 194
Diagnosing through Al 196
Advantages of Al 198
Palm 24: a case story on appreciative inquiry 199
The role of conversations in appreciative inquiry 202
The role of dialogue in appreciative inquiry 204
Contrasting the models: a recap 204
Diagnostic models: an evaluation 207
Relationship between diagnosis and intervention 208
Mobius strip 209
Recommended reading 212
References 212
9 Modes of Intervening 215
Defining the act of intervention 216
Attitudinal change 216
Covert and overt levels of analysis: the notion of
an organization as an iceberg 217
Change agent using the iceberg for planning
interventions 218
The role of communication in facilitating intervention 221
Modes of intervention 222
Depth of intervention 225
The metaphor of the swimming pool 228
How discourse implicates the social construction
of an intervention 231
Intervention as an act of balancing 235
Recommended reading 238
References 238
10 Understanding and Managing Organizational
Resistance 241
Probing reasons for resistance 243
Resistance and social representation 244
Resistance as an attitudinal outcome 245
The social construction of resistance 247
Explaining resistance: first- and second-order
realities 248
Resistance and types of conversation 250
Explaining resistance: the role of personal identity 252
The role of communication 254
The role of conversation in explaining resistance 254
Recommended reading 256
References 256
11 Communicating Change 259
The role of language in change communication 260
Models of communicating change 263
Bakhtin s notion of dialogue 269
Consensus: monologic versus dialogic 269
Dialogic communication 272
Connections between communication and a
learning organization 274
Communicating change and the role of the
change agent 276
Recommended reading 278
References 279
12 Making Sense of Organizational Identity 283
Two approaches to organizational identity 285
Reconciling the two approaches 288
Connections between levels of identity 290
Ricoeur: the role of narratives in the formation of
organizational identity 290
Bakhtin: the role of utterances in the formation of
organizational identity 293
The notion of change agency 296
Identity and empowerment 297
Defining empowerment 297
Empowerment achieved through participative design 300
Summary 302
Recommended reading 303
References 303
Author Index 307
Subject Index 312
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| spelling | Jabri, Muayyad Verfasser aut Managing organizational change process, social construction and dialogue Muayyad Jabri 2nd edition London Palgrave [2017] XXV, 314 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier 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 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029749832&sequence=000001&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 |
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| topic_facet | Unternehmen Change Management Organisationswandel |
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