Organizational Change · Creating Change Through Strategic Communication (Foundations in Communication Theory) by Lewis, Laurie K. -- Read -- Imperial Library of Trantor

Index

Cover Table of Contents Series Page Title page Copyright page Dedication Introduction

State of the Art Weaknesses in Current Approaches to Change Implementation A Stakeholder Theory Perspective A Communication Perspective Cases of Organizational Change Conclusion

1 Defining Organizational Change

What Is Organizational Change? Types of Organizational Change Complexity of Change Within Organizations Conclusion

2 Processes of Communication During Change

Communication Processes Conclusion

3 A Stakeholder Communication Model of Change

Stakeholder Theory Complicating Stakeholder Relationships Multiple Stakeholder Identities Stakeholder Interactions Roles Stakeholders Play in Change Stakeholder Model of Implementation of Change Conclusion

4 Outcomes of Change Processes

Problems in Assessing Organizational Outcomes Assessing Change Outcomes Assessing Results of Change Causes for Implementation Failures and Successes Conclusion

5 Communication Approaches and Strategies

An Overview of Strategic Implementation Models Communication Strategy Dimensions Channels for Communicating Conclusion

6 Power and Resistance

Power During Organizational Change Resistance During Change Forms of Resistance Dispositional Resistance Value of Resistance Conclusion

7 Antecedents to Strategies, Assessments, and Interactions

Institutional Factors Implementers’ Perceptions of Change Context Stakeholders’ Perceptions of Change Context Conclusion

8 Stakeholder Interactions: Storying and Framing

Creating Stories and Storylines that Make Sense Framing Stories and Frames Create, Maintain, and Resolve Concerns Creating and Resolving Alliances, Rivalries, and Schisms Which Stories and Frames Matter? Conclusion

9 Applying the Model in Practice

Activity Tracks Tools for Managing Activity Tracks Myths About Implementing Planned Change Conclusion

Glossary Index