Looking Back and Looking Forward: Some Reflections on Journal Developments and Trends in Organizational Change Discourse

By, Rune Todnem; Oswick, Cliff; Burnes, Bernard

doi:10.1080/14697017.2014.886871

Cited by 8 publications

(3 citation statements)

References 15 publications

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“…The aim is to catalyse Organizational Change. Within the prevalent Organizational Change Discourse, 'Change Management' is a relatively recent concept that has received a marked interest in the business literature (By et al, 2014). Theories and approaches to 'Change management' mostly lack empirical evidence (By et al, 2005).…”

Section: Discussionmentioning

confidence: 99%

Facilitating and inhibiting factors in change processes based on the lean tool 'value stream mapping': an exploratory case study at hospital wards

Winkel

Edwards

Birgisdóttir

et al. 2015

IJHFE

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Section: Discussionmentioning

confidence: 99%

Facilitating and inhibiting factors in change processes based on the lean tool 'value stream mapping': an exploratory case study at hospital wards

Winkel

Edwards

Birgisdóttir

et al. 2015

IJHFE

View full text Add to dashboard Cite

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“…The type of intervention, for both a pilot study and the main study, was an appreciative inquiry (AI), a prominent form of Dialogic OD (Bushe & Marshak, 2014; By, Oswick, & Burnes, 2014). Bushe and Marshak (2009) explain that, whereas Diagnostic OD involves collecting valid data which are assumed to reflect an objective reality and which are used to compare performance against a desired future state, Dialogic OD is focused on engaging stakeholders in new conversations that aid in the establishment of better ways of organizing.…”

Section: Research Design Site and Methodsmentioning

confidence: 99%

Individual Cognitive Effort and Cognitive Transition During Organization Development

Maxton

Bushe

2018

The Journal of Applied Behavioral Science

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How do personal mind-sets change during an organization development intervention and how are these transitions associated with the intervention characteristics? In a qualitative theory-driven case study based in South Africa, the transitions of six individuals during an appreciative inquiry were scrutinized longitudinally for firstorder and second-order changes. Five individuals showed first-order changes and two showed second-order changes. The engaging and emergent characteristic of the intervention explained the majority of these cognitive transitions. A third type of change in mind-set emerged in four of the cases: the development of an appreciative stance, which we classify as a form of cognitive effort rather than a cognitive transition. We conclude that interventions focusing on positivity may lead to participants developing an appreciative stance, but successful organization development might not occur without sufficient engagement in an emergent process. We provide some guidelines for practitioners for conducting an engaging emergent change process.

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“…Process theory in the field of organisational change is referred to as organisational development (OD) (Van de Ven & Poole, 1995) and it is evolving away from diagnostic OD which emphasises problem-solving, a single objective reality, and an emphasis on changing behaviour towards dialogic OD which emphasises social processes, multiple realities, and an emphasis on changing mind-sets (Bushe & Marshak, 2009;By, Oswick, Burnes, 2014). As OD evolves from the diagnostic OD paradigm towards the dialogic OD paradigm, it is especially important to obtain a better understanding of the theories-of-change underlying the emerging dialogic OD.…”

Section: Chapter One: Introductionmentioning

confidence: 99%

Employee Transition Throughout an Appreciative Inquiry Intervention

Maxton

2017

Proceedings

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As the practice of organisational development (OD) bifurcates into the traditional form of diagnostic OD and the emerging form of dialogic OD (Bushe & Marshak, 2009) it is especially important to obtain a better theoretical understanding of dialogic OD. This need is particularly true of Appreciative Inquiry (AI) as the most prominent form of dialogic OD. The purpose of the research was to build on current theory underlying AI. framework is presented which offers a "way of seeing" transition under an AI intervention. By studying employee transition under AI in a well-specified research design, using clearly defined and well operationalised constructs, the research contributes theory which is substantially more comprehensive than previously available and from which testable propositions can be developed. It thereby overcomes concerns of authors such as Golembiewski (2000) and Bushe (2007) regarding the incompatibility of AIwith its basis in social constructionism-and "rigorous" research.

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Looking Back and Looking Forward: Some Reflections on Journal Developments and Trends in Organizational Change Discourse

Abstract: This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link:

Cited by 8 publications

References 15 publications

Facilitating and inhibiting factors in change processes based on the lean tool 'value stream mapping': an exploratory case study at hospital wards

Facilitating and inhibiting factors in change processes based on the lean tool 'value stream mapping': an exploratory case study at hospital wards

Individual Cognitive Effort and Cognitive Transition During Organization Development

Employee Transition Throughout an Appreciative Inquiry Intervention

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