In the Learning Set this week, you will continue to dialogue about your workplace-based problem. As you engage in the problematising process and begin taking action, consider how this week’s concepts and models inform your understanding of your workplace-based problem.
Refer to the problem you identified in Week 1’s Learning Set that required a change focus.
• What is the dominant reaction to past changes at your organisation: Ambivalence (Piderit, 2000), cynicism (Fleming & Spicer, 2003), enactment (Orton, 2000) or silence (Morrison & Milliken, 2000)? What is the likely reaction to the change you want to champion? How can you influence this reaction?
• Silence is a problematic reaction to change (as raised by Morrison & Milliken, 2000) as it can quickly become resistance to change. How did silence contribute to the crisis-laden results raised by Ezzamel, Willmott and Worthington (2001)?
• How can you use Vince and Broussine (1996) and Orton (2000) to help foster positive communication during the change you are working on?
• Given that Piderit (2000) argues that ambivalence is widespread during organisational change, how can you help uncover and explore ambivalent attitudes when implementing your change? How can you ensure that employees at your organisation do not meet your attempt with cynicism (Fleming & Spicer, 2003)?
• Explore how the sense making process (Orton, 2000) is influential in uncovering how potential crises can arise from a change (Ezzamel, Willmott & Worthington, 2001).
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Get The Answer In the Learning Set this week, you will continue to dialogue about your workplace-based problem. As you engage in the problematising process and begin taking action, consider how this week’s concepts and models inform your understanding of your workplace-based problem.
In the Learning Set this week, you will continue to dialogue about your workplace-based problem. As you engage in the problematising process and begin taking action, consider how this week’s concepts and models inform your understanding of your workplace-based problem.
Refer to the problem you identified in Week 1’s Learning Set that required a change focus.
• What is the dominant reaction to past changes at your organisation: Ambivalence (Piderit, 2000), cynicism (Fleming & Spicer, 2003), enactment (Orton, 2000) or silence (Morrison & Milliken, 2000)? What is the likely reaction to the change you want to champion? How can you influence this reaction?
• Silence is a problematic reaction to change (as raised by Morrison & Milliken, 2000) as it can quickly become resistance to change. How did silence contribute to the crisis-laden results raised by Ezzamel, Willmott and Worthington (2001)?
• How can you use Vince and Broussine (1996) and Orton (2000) to help foster positive communication during the change you are working on?
• Given that Piderit (2000) argues that ambivalence is widespread during organisational change, how can you help uncover and explore ambivalent attitudes when implementing your change? How can you ensure that employees at your organisation do not meet your attempt with cynicism (Fleming & Spicer, 2003)?
• Explore how the sense making process (Orton, 2000) is influential in uncovering how potential crises can arise from a change (Ezzamel, Willmott & Worthington, 2001).
Previous answers to this question
This is a preview of an assignment submitted on our website by a student. If you need help with this question or any assignment help, click on the order button below and get started. We guarantee authentic, quality, 100% plagiarism free work or your money back.
Get The Answer