| 000 | 02205nam a22002417a 4500 | ||
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| 003 | ZW-GwMSU | ||
| 005 | 20241006123746.0 | ||
| 008 | 241006b |||||||| |||| 00| 0 eng d | ||
| 022 | _a14697017 | ||
| 040 |
_aMSU _bEnglish _cMSU _erda |
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| 050 | 0 | 0 | _aHD58.8 JOU |
| 100 | 1 |
_aBuchanan, David A _eauthor |
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| 245 | 1 | 0 |
_aReflections: good practice, not rocket science : _bunderstanding failures to change after extreme events _ccreated by David A. Buchanan |
| 264 | 1 |
_aAbingdon: _bRoutledge, _c2011 |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 440 |
_aJournal of change management _vVolume 11, number 3 |
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| 520 | 3 | _aThe aim of this reflection is to identify a set of puzzles which have not been explored by change management researchers, have not been resolved by other approaches and where a change management perspective may be particularly valuable. These puzzles derive from the observation that, following an accident, crisis, disaster or other extreme event, the recommendations from investigations and inquiries are often not implemented. The failure to change can then lead to a repeat of that event. It cannot be presumed that receptivity to change in such circumstances is invariably high, or that change will be automatic and straightforward. The currently dominant perspective in this field views these problems in terms of organizational learning difficulties. In arguing the need for a complementary change management perspective, this article first illustrates the nature and consequences of these change failures, using public domain sources. The features that distinguish extreme from routine change contexts are then outlined, and the potential barriers to change in extreme contexts are explored. Finally, the value of a change management perspective is explored, suggesting new modes of researcher–organization collaboration to strengthen the contribution of research findings to practice in an area where effective change can literally save lives. | |
| 650 |
_aHumanitarian aid _vOrganizational change _xLearning organization |
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| 856 | _uhttps://doi.org/10.1080/14697017.2011.597571 | ||
| 942 |
_2lcc _cJA |
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| 999 |
_c167551 _d167551 |
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