Reducing Change Management Complexity: Aligning Change Recipient Sensemaking to Change Agent Sensegiving

Autor/inn/en	Kumar; Payal; Singhal, Manish
Titel	Reducing Change Management Complexity: Aligning Change Recipient Sensemaking to Change Agent Sensegiving
Quelle	In: International Journal of Learning and Change, 6 (2012) 3-4, S.138-155 (18 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1740-2875
DOI	10.1504/IJLC.2012.050855
Schlagwörter	Change Strategies; Change Agents; Social Theories; Learning Theories; Organizational Change; Organizational Culture; Program Implementation + Suchen Sie Ihr Suchwort? Lösungsstrategie; Gesellschaftstheorie; Learning theory; Lerntheorie; Organisationswandel; Unternehmenskultur
Abstract	Implementation of change in an organisation through culture can elicit a wide array of reactions from organisational members, spanning from acceptance to resistance. Drawing on Hatch's cultural dynamics model and on Wegner's social theory of learning, this paper dwells on an underdeveloped area in the extant literature, namely understanding change from the perspective of the change recipient, and then analysing how this is linked to the broader framework of organisational change. It is suggested that in order to drive meaningful change strategy, change agents need to learn that sensegiving imparted by them needs to be closely aligned to the sensemaking of change recipients at three levels of analysis. (Contains 2 tables and 3 figures.) (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10