Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which something must be done?. In relation to the
Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which “something must be done”. In relation to the change issue, think about what sense-making changes might need to be enacted and how you would go about this. Assess this in terms of the eight elements of the sense-making framework suggested by Helms Mills and as set out in Table 9.7 (p. 303)
List one citation from text.
Chapter盤豊熟饗
organぱation DeVe1opment
and Sehse-Makm9
Approaches
Learning objectives
Bytheendofthischapteryoushou-dbeab-eto:
圃翻圏欄間
Appreciatemoreclearlytheorganizati。naIChangeaPproachesunderpinning
thecoachandinterpreterimagesofmana9ingchange.
耀霞覇灘藁露顕園
Understandtheorganization Development(OD)approachtochange.
璽璽璽圃
Beawareofextensionsofthe OD approachsuchasAppreciativelnquiry,
Positive organizati。naIScholarship,and Dialogic OD.
E圏圏圏麗
Understandthesense‐makingapproachtochange.
“凶hen『he wor/dchonges
oroundyouo打dwhen/rchonges
ogo′“sryou--w力orusedrobeoそo′/w′nd
′snowoheodw′nd-youhovero/eon′“『o
rhofond方gu「eourwhottodobecouse
Comp/O′“′“9′snTostrotegyぞ
282
CI1aPter9
0′耳の7′zα”○〃上)g1’eわ野′77gmの7dSe′7se‐み名α膚′7g4口Proqc力郎
鰹霊園璽LA-ternative APProachesto Managin9 Change
ofthes広imagesofmanagingchange,the mrezq比grand′mm/だrimageshavetheir云oun-
dationsinthe負eldoforganizationtheory;theother危urimages一αかぎαの;のαcた,′?”1ノZgdrの;
and!′?彫塑だす好一havestrongerあundationsintheorganizationalchangefield.Thischapter
andchapter
lodelvefurtherintothe あundationsofthe危urimagesthatarerootedin
theorganizationalchange五eldandexploretheirimplicationsあrhowto manageorganl-
zationalchange,Theyare
alsotheFourimagesthat,in various ways,assumethatthe
change managerhasanimportantinfluenceonthe waychangeoccursinorganizations.
lncontrast,thefirsttwoimages,mだ如たerand′7zザ粥だ′;haveincommonanassumption
thatchange managersre解かe〆口的er豹α〃方窺わzechange.Thereあre,thischapterandchap-
terloexplorethe危urimagesthatassumethatchange managershaveanactiverolein
theinitiation,support,andoutcomesoforganizationalchange,Thischapterconsidersthe
化)undationalapproachesassociatedwiththemαc方andZ′”e′Prezerimages;chapterlocon‐
sidersthe化)undationalapproachesassociatedwiththeαZreczorand′7α覇gα『orlmages,
Underpinnedbythe のqc力image,the organization Development(OD)approachis
one whereitsadherentspresenttheirdevelopmentalprescriptions貴)rachievingchange
asbeingbased,atleasttraditionally,uponacoresetofvalues,onesthatemphasizethat
changeshouldbene賃tnotjustorganizationsbutthepeople whostaぜthem.
oD hasP1ayedacentralroleintheorgallizationalchange賃eld食)roverhalfacentury.IQ
the立2012reviewofoD,BurnesandCooke(p,1396)arguethatit”hasbeen,andarguably,
st皿is,the majorapproachtoorgamZationalchangeacrossthe Western world,andincrea浄
mglyglobally. ”H[owever,asthischapterandchapterlo追ustrate,dif発rentilnagesofchange
managementareassociated withd獅erentideasaboutwhatsortofapproaches(andtech-
n
iques)shouldbeusedtotrytobringaboutchangewithinorganizations,ltisnotsurprlsmg,
there]主)re,thatoD’slonghistoryhasbeenaccompa1died,丘omt=ヒnetot立ne,byexpressions
ofconcern astoitscontinu血grelevance,leadingsome writerstoraisethe questionof
whetherODis“incrisis boththeゐ”mα/〆‐4pp/!edB豹αv卿口/Sc′e′lce[40(4),2004]and
oの 銃口のめ〃er{46(4),2014]hiwehadspecialissues危cusedonthequestionofoD’songo‐
i
ngrelevance.A1ong‐standmgcriticism ofoDhasbeenthecla無ithatithasbeensidelined
丘omtheconcernsofthebus血esscommunitybecauseofitspreoccupation withhumanistic
valuesratherthanwithotherissuessuchasbus血essstrate勘′(Hornstei誼,2001;Beer,2014),
Approachestomanagゴロdgchangeotherthan OD haveemerged,Forexample,underp=hじned
bythe粥彫塑形Zerimage,thesense-makjbogapproach maintaiロsthatchangeemergesovert節le
andconsistsofaseriesofinterpretiveactivitiesthathelptocreateinpeoplenew meahdbogs
abouttheirorganizationsandaboutthewaysinw超chtheycanoperatedif発rentlyinthe範mre.
頓/e
commencethis
chapterconsideringthe
approaches underpinnedbythe
coαcA
imageandthen moveontotheZ′#e′pr&#x
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