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Summary: Managing Organizational Change: A Multiple Perspectives Approach | 9780073404998 | Richard Dunford, et al

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Read the summary and the most important questions on Managing Organizational Change: A Multiple Perspectives Approach | 9780073404998 | Richard Dunford; Gib Akin; Ian Palmer

  • 7 Communication

  • 7.1 Change Images and Communication

  • Director Image for the Purpose of Communication

    The director ensures that the change is understood and their requirements. They answer the why, what, who and how questions. They modify management and information to fit the change. Gets the Word Out.
  • Navigator Image for the Purpose of Communication

    Pays attention to the range of interests affected, the power relationships, and actions that could affect the change. Any problems are addressed and replotted to generate the best outcome.
  • Caretaker Image for the Purpose of Communication

    Explains why the change is happening and how to cope and survive by providing reactive communication methods. They recognize the employee's concerns and respond accordingly.
  • Coach Image for the Purpose of Communication

    People share similar values and understand what actions are appropriate to those values. Shows actions and words. Coach gets the Buy-In.
  • Interpreter for the Purpose of Communication

    Lets the employees know what is going on by telling stories and metaphors. Ensure there is a common understanding of the change. Uses "Rich" personal and interactive communication.
  • Nurturer for the Purpose of Communication

    Change processes cannot be predicted, and creative and innovative outcomes can be achieved, even though few in the organization could have anticipated it.
  • 7.1.1 Gender, Power, and Emotion

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  • Male Communication Style not Direct

    Is seen as soft. He needs to find a balance between maintaining credibility with colleagues by adapting his communication style.
  • Alph male communication

    • Not a good listener.
    • they miss subtleties
    • Put others under extreme pressure to perform
  • 7.1.1.1 Aligning Language with Change

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  • Aligning Language with the Change

    Robert Marshak argues that change fails when the imagery and metaphors used by managers are not aligned with the type of change being implemented.
  • Machine Imagery - Aligning Languague with the Change

    "Fix and Maintain" Organization as broken and the change can fix it. Repair, adjust and correct.
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