Conversation and mundane talk are the most powerful and natural method of communication that can enable change in any organisational setting. They play different roles in facilitating a good climate for social construction of involvement and change. They allow different people especially leaders to encourage understanding, context and shared meaning for positive transformational outcomes. Communication is a great tool for change because it only requires shift in thinking and understanding. Guided conversation is semi-directed and designed to share insights, create understanding and new knowledge. Involving conversation in the change process implies that language enacts the change effect which is very crucial in every organisational setting. Change in organisations can be triggered by various conversation forces that can be acting within the external or internal environment of the organization. The change can be episodic or continuous. Continuous change can be utilised to clarify the idea of change as ‘becoming’ to encourage people within an organisation to work towards it. Realistic vision is very important to drive the efforts of change because it is accomplished over time. For instance, the process of change involves carrying out various activities whose outcome can be evaluated within a given period of time. Lewin’s field theory proposes that change can be facilitated by increasing and keeping up the forces promoting it to unfreeze the current situation and reduce all resisting forces. (Etzol, p.56, 2008) Conversation and mundane talk focuses more on relational perceptive on change as opposed to that of a Cartesian. They help different people in an organisation know the assumptions that underlie the social construction of cha... ... middle of paper ... ...0300855 Harvey, T. R., & Broyles, E. A. (2010). Insecurity and Norm Incongruence. Resistance to change: a guide to harnessing its positive power (pp. 64-70). Lanham, Md.: Rowman & Littlefield Education. Kotter, J. P. (2013). Choosing Strategies for Change. John P. Kotter on what leaders really do (pp. 55-58). London: Harvard Business Press. Kouzes, J. M., & Posner, B. Z. (2011). Section. Credibility how leaders gain and lose it, why people demand it (2nd ed., pp. 2-6). San Francisco: Jossey-Bass. Louwerse, M., & Kuiken, D. (2014). The Role of Prior Knowledge and Perceived Realism. The Effects of Personal Involvement in Narrative Discourse A Special Issue of Discourse Processes. (pp. 247-255). Hoboken: Taylor and Francis. Rothwell, W. J., Hohne, C. K., & King, S. B. (2004). THE ROLE OF EVALUATOR. Managing Information and Human Performance (p. 149). London: Routledge.
Kouzes, James M., and Barry Z. Posner. Credibility: How Leaders Gain and Lose It, Why People
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
What do we do when we face conflict? we either run away from it, or turn to violence. Conflict usually starts as a crucial conversation that was communicated poorly. Sure, we can blame our genetic makeup for our emotions as we are hardwired to come into conflict with one another. Wynne Perry of Live Science interviewed anthropology researcher, Christopher Boehm of the University of Southern California who shed light on the issue” The genes are still making us do the same old things, which include quite a bit of conflict.” However, Boehm has some good news” Culture has given us solutions at various levels”. So, what is a crucial conversation? And, how can we handle it?
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
Morgan, T. (2007). Overpower Weak Leaders. Business Journal (Central New York), Vol. 21 Issue 16, p26-26. Retrieved from EBSCOhost
However, Lewin’s central model centres on unfreezing, effecting change and then refreezing, starting from the status quo, then moving things and then continuing with the new status quo (Green, 2007). Kotter’s change model focuses on establishing urgency, guiding coalition, developing strategy, communication, empowerment, short-term wins, consolidation of gains to produce and anchor new changes (Sabri et al, 2007). Kotter does not engage with the complexity of organisational systems and potential clashing, he sees change being systematic, architectural, political and doesn’t engage strongly with the less deterministic metaphors in the latter steps (Smith et al, 2015). However, Kotter does highlight the importance of communicating the vision and keeping the communication high throughout the process although this starts with a burst of energy and in later stages its followed by delegation and distance (Cameron and green, 2009). Lewin’s change model focuses on people with the collaboration, contribution creating a force field approach to change including the power holders socially, culturally and behaviourally to drive change (Smith et al, 2015). However, Lewin’s approach ignores the metaphor of groups of people only willing to change if there is a need to do so, the model is more of a planning tool rather than an organisational development process (Cameron and green,
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Organisations as machines, political systems, organisms, and flux and transformation are particularly common assumptions that are often used by managers, writers and consultants to make sense of how organizational change works. In reality most organizations use combinations of approaches to tackle change and not just one of the above, however these provide useful insights into the process of organizational change (Cameron and Green, 2012). This essay will try to make sense out of these assumptions to understand what organisational change is. By doing so, insights will be drawn on how organizational change can be managed and led.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...