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Advice to Practitioners: A Review of the Popular Press Literature on Planned Change Communication
Unformatted Document Text:  Advice to Practitioners - 38 Table 5: Themes Concerning General Strategies Theme # Description Authors Nature 10 Change is viewed as either a top-down, controlled process, or an emergent one developing out of every day contexts. Beer & Nohria (2000) Watkins & Mohr (2001) Pritchett & Pound (Date?) Ackerman et al. (2001) Senge et al. (1999) Allen (2002) Hesslebeing & Johnston (2002)Dupuy (2002) Eckes (2001) Mourier & Smith (2001) Autonomy/ Empowerment 7 Leaders need to encourage members to take ownership and be autonomous independent thinkers. Kotter (1996) Brandt (1996) Hesslebeing & Johnston (2002)Belasco (1991) Kotter (1998) Oakley & Krug (1991) Pritchett & Pound (1994) Participation 8 People need to feel a part of the change process if they are going to accept change and commit to its objectives. Maurer (1999?) Watkins & Mohr (2001) Goss, Pascale, & Athos (1998) present for a powerful future. In Harvard Business Review on change (pp. 83-113). Holman & Devane (1999) Miller (2002) Senge et al. (1999) Heller (1998) Kegan & Lahey (2001) Belasco (1991) Rationalization 8 Leaders should provide a consistent and strong justification for implementing the change. Kotter (1996) Johnson (1998) Dupuy (2002) Hesslebeing & Johnston (2002)Eckes (2001) Heller (1998) Mourier & Smith (2001) Duck (2001)

Authors: Lewis, Laurie., Stephens, Keri., Schmisseur, Amy. and Weir, Kathleen.
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Advice to Practitioners - 38
Table 5: Themes Concerning General Strategies
Theme #
Description
Authors
Nature
10
Change is viewed as either a top-down,
controlled process, or an emergent one
developing out of every day contexts.
Beer & Nohria (2000)
Watkins & Mohr (2001)
Pritchett & Pound (Date?)
Ackerman et al. (2001)
Senge et al. (1999)
Allen (2002)
Hesslebeing & Johnston (2002)
Dupuy (2002)
Eckes (2001)
Mourier & Smith (2001)
Autonomy/
Empowerment
7
Leaders need to encourage members to
take ownership and be autonomous
independent thinkers.
Kotter (1996)
Brandt (1996)
Hesslebeing & Johnston (2002)
Belasco (1991)
Kotter (1998)
Oakley & Krug (1991)
Pritchett & Pound (1994)
Participation
8
People need to feel a part of the change
process if they are going to accept
change and commit to its objectives.
Maurer (1999?)
Watkins & Mohr (2001)
Goss, Pascale, & Athos (1998)
present for a powerful future.
In Harvard Business Review
on change
(pp. 83-113).
Holman & Devane (1999)
Miller (2002)
Senge et al. (1999)
Heller (1998)
Kegan & Lahey (2001)
Belasco (1991)
Rationalization
8
Leaders should provide a consistent and
strong justification for implementing the
change.
Kotter (1996)
Johnson (1998)
Dupuy (2002)
Hesslebeing & Johnston (2002)
Eckes (2001)
Heller (1998)
Mourier & Smith (2001)
Duck (2001)


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