By Raymond Caldwell
This glorious ebook remaps the limits and chances of switch, in actual fact transferring the focal point from outdated debates on employer and constitution to new practice-based discourses on supplier and alter. delivering readers a selective and critical review of key literature and empirical examine, it is going to support scholars contextualize this advanced topic zone and independently evaluation destiny customers for potent swap agent roles in firms providing an interdisciplinary exploration of competing discourses, the booklet makes use of overarching conceptual continua: targeted agency-decentred corporation and systems-processes, thereby permitting a extra extensive specialize in supplier and alter. Well-written with demanding content material, this booklet is key examining for these drawn to the origins, improvement and destiny clients for switch company in an organizational international characterised through expanding complexity, danger and uncertainty.
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Extra resources for Agency and Change: Rethinking Change Agency in Organizations (Understanding Organizational Change)
As a first generation OD practitioner Schein’s work grew out of a desire to counteract scientific management and static bureaucratic models of organizational life, although he was never averse to seeing the harsh instrumental connection between rational persuasion, behavioural change and expertise (Schein 1961). What is intriguing, however, is that Schein’s later work has become synonymous with a paradigmatic process-oriented model of consultancy intervention contra-expertise that emphasizes a ‘helping’ role of the change agent, yet this role is still strongly grounded in a normative commitment to expert intervention techniques.
Each component will be critically examined. Rationality. Lewin’s rationalist conception of planned change as a process of movement from one relatively stable state to another facilitated by the intervention of a change agent is still prevalent in OD and the rhetoric of change management consultancy (Berglund and Werr 2000). This idea will be criticized because it is based on a system model of intentional action and reflective feedback that underplays the processual, non-linear and iterative nature of change.
However, Lewin the experimental psychologist was strongly critical of Freud’s psychoanalytic methodology. He rejected psychoanalysis because he believed it offered purely historical explanations of behaviour that lacked scientific rigour; Freud did not offer systematic theoretical concepts, operationalized through experimental procedures that would establish ‘general laws’. For Lewin it is not the psychoanalytical history of the ‘unconscious’ that influences behaviour but only the ‘existing facts’ of behaviour in the present, and these can be subject to change through experimental procedures and participative discussion (1999: 69).
Agency and Change: Rethinking Change Agency in Organizations (Understanding Organizational Change) by Raymond Caldwell