Quirke: Communicating for Change
- the pace of schemeal motley is accelerating.
- organisations cultures can provide a competitive edge. (invisible issues, values)
- poor communication is the main barrier to achieving pitch.
- managers be often under the wrong assumption that they must drive change and make it happen.
- people like to be in mark of their environment and any change is a threat of that ability.
- the little power you have the more likely you be to resist.
Reasons for subway system:
- A lack of understanding of the need of change:
You must provide a framework. However, the more information is shared, the greater the tip over will be and the less likely is the simple toleration of decisions.
- A lack of the context or environment:
People whitethorn not be interested in learning close to it. They may not share the managements value of making a profit.
- A belief that the change violates the core values of the organisation:
E.g. changes in the public sector. If people feel that their values are being betrayed, they are likely to stay loyal to those values. When the men is comprised of professional specialists, changes should be aligned to professional values, otherwise in that respect is a greater resistance.
- A misunderstanding of the change and its implications:
People may have a different understanding of the benefit of change and value areas differently from their managers. People resist change when it force cost them more than they would gain.
A belief that the change is not in the best interest of the company:
E.g. the board underestimates the difficulties of competing on an external stage.
A lack of trust in those introducing change:
Greater resistance if the family relationship of those introducing change and those affected by it is bad. The organisations...
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