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CHAPTER 12: ORGANIZATIONAL CHANGE - Coggle Diagram
CHAPTER 12: ORGANIZATIONAL CHANGE
5 Principles of Appreciative Inquiry
Simultaneity Principle
Inquiry and change are simultaneous not sequential
Poetic Principle
Organizations are open books, so we have choices in how they may be perceived
Constructionist Principle
How we perceive and understand the change process depends on the questions we ask and language we used throughout the process
Positive Principle
Focusing on positive events and potential produces more positive, effective and enduring change
Anticipatory Principle
People are motivated and guided by the vision they see and believe in for the future
Four-D Model of Appreciative Inquiry
Dreaming
Forming ideas about "what might be"
Designing
Engaging in dialogue about "what should be"
Discovery
Discovering the best of "what is"
Delivering
Developing objectives about "what will be"
Minimizing Resistance to Change
Learning
Involvement
Communication
Stress Mgt
Negotiation
Coercion
Restraining Forces (Resistance to Change)
View Resistance as a Resource
Symptoms of deeper problems in the change process
A form of constructive conflict - may improve decisions in the change process
A form of voice - helps procedural justice
Why People Resist Change
Direct Costs
Saving Face
Fear of The Unknown
Breaking Routines
Incongruent Organizational Systems
Incongruent Team Dynamics
Forms of Resistance
Absenteeism
Passive Noncompliance
Complaints
Cross-Cultural and Ethical Concerns
Ethical Concerns - Privacy rights of individuals, management power, individuals' self-esteem
Cross-Cultural Concerns - Linear and open conflict assumptions different from values in some cultures
Parallel Learning Structure Approach
Sufficiently free from firm's constraints
Develop solutions for organizational change which are then applied back into the larger organization
Members representative across the formal hierarchy
Highly participative social structures