All Academic, Inc. Research Logo

Info/CitationFAQResearchAll Academic Inc.
Document

Advice to Practitioners: A Review of the Popular Press Literature on Planned Change Communication
Unformatted Document Text:  Advice to Practitioners - 16 Creating a Change Culture According to Belasco (1991), “the law of culture outweighs any other law”( p. 200), meaning that empowering messages stem from the most empowering message of all, which is the culture. Creating an open and collaborative culture is necessary for successful implementation. People need an environment in which the truth can be heard and utilized in developing effective change strategies (Collins, 2001). Ackermann, Anderson, and Anderson (2001) argue that transformational change is always about a shift in culture. Meyerson (2001) suggests that implementation can actually be delayed by an organization that does not encourage risk taking and that is too conservative as a whole. Attitudes and Behaviors When it comes to successful adaptation and implementation of change, another discrepancy is whether change agents should first seek to shape members’ attitudes or behaviors. Much of the literature suggests that by focusing on behavior first, leaders can create a more supportive environment for change. Duck (2001) asserts that leaders need to build members’ behavior first and then focus on attitudes if they are going to create a sense of excitement and motivation for the change. Some even argue that managers should change their own behavior first before requiring others to do the same. In that vein, Ackermann Anderson and Anderson (2001) claim about transformational change that, “if change leaders don’t overtly model . . . personal change themselves, they cannot ask it of the people in the organization” (p. 7). Duck (1998) argues that once performance has yielded the desired results, the desired beliefs and attitudes will follow. On the other hand, Oakley and Krug (1991) argue that a critical aspect of enlightened leadership is the ability for leaders to “tap into” the mindsets and attitudes of others first before attempting to influence their behavior. Managers, in particular, are encouraged to access the knowledge and experience of members in order to create a sense of ownership among them and a stronger commitment to the change. Convert By Attraction “Convert by attraction” is a term that Duck (2001) uses to describe the efforts taken by an organization to pilot a particular unit or division first before rolling it out to the entire organization.

Authors: Lewis, Laurie., Stephens, Keri., Schmisseur, Amy. and Weir, Kathleen.
first   previous   Page 16 of 41   next   last



background image
Advice to Practitioners - 16
Creating a Change Culture
According to Belasco (1991), “the law of culture outweighs any other law”( p. 200), meaning that
empowering messages stem from the most empowering message of all, which is the culture. Creating an
open and collaborative culture is necessary for successful implementation. People need an environment in
which the truth can be heard and utilized in developing effective change strategies (Collins, 2001).
Ackermann, Anderson, and Anderson (2001) argue that transformational change is always about a shift in
culture. Meyerson (2001) suggests that implementation can actually be delayed by an organization that
does not encourage risk taking and that is too conservative as a whole.
Attitudes and Behaviors
When it comes to successful adaptation and implementation of change, another discrepancy is
whether change agents should first seek to shape members’ attitudes or behaviors. Much of the literature
suggests that by focusing on behavior first, leaders can create a more supportive environment for change.
Duck (2001) asserts that leaders need to build members’ behavior first and then focus on attitudes if they
are going to create a sense of excitement and motivation for the change. Some even argue that managers
should change their own behavior first before requiring others to do the same. In that vein, Ackermann
Anderson and Anderson (2001) claim about transformational change that, “if change leaders don’t overtly
model . . . personal change themselves, they cannot ask it of the people in the organization” (p. 7). Duck
(1998) argues that once performance has yielded the desired results, the desired beliefs and attitudes will
follow. On the other hand, Oakley and Krug (1991) argue that a critical aspect of enlightened leadership is
the ability for leaders to “tap into” the mindsets and attitudes of others first before attempting to influence
their behavior. Managers, in particular, are encouraged to access the knowledge and experience of
members in order to create a sense of ownership among them and a stronger commitment to the change.
Convert By Attraction
“Convert by attraction” is a term that Duck (2001) uses to describe the efforts taken by an
organization to pilot a particular unit or division first before rolling it out to the entire organization.


Convention
Convention is an application service for managing large or small academic conferences, annual meetings, and other types of events!
Submission - Custom fields, multiple submission types, tracks, audio visual, multiple upload formats, automatic conversion to pdf.
Review - Peer Review, Bulk reviewer assignment, bulk emails, ranking, z-score statistics, and multiple worksheets!
Reports - Many standard and custom reports generated while you wait. Print programs with participant indexes, event grids, and more!
Scheduling - Flexible and convenient grid scheduling within rooms and buildings. Conflict checking and advanced filtering.
Communication - Bulk email tools to help your administrators send reminders and responses. Use form letters, a message center, and much more!
Management - Search tools, duplicate people management, editing tools, submission transfers, many tools to manage a variety of conference management headaches!
Click here for more information.

first   previous   Page 16 of 41   next   last

©2012 All Academic, Inc.