Do We Really Want Constant Change explores the human and organizational consequences of our infatuation with change and recommends ways to balance the opposing, but equally valuable, forces of change and stability.
Porras, J. I., & Berg, P. O. (1978). The impact of organization development. Academy of Management Review, 3, 249–266. ... Sashkin, M., & Burke, W. W. (1987). Organization development in the 1980's. Journal of Management, 13(2), ...
Behind this familiar refrain is a peculiar assumption that, no matter why it happens, change is inevitable and everyone ought to embrace it, ... T.E. Zorn, L.T. Christensen, and G. Cheney, Do We Really Want Constant Change?
IfI don't like or really care for my present results or situations, am I taking on the necessary responsibility to change them or make a difference? Am I waiting for someone to do it for me? ... Creating is a process of constant change.
She is the author of Strategic Communication for Sustainable Organizations: Theory and Practice (2016), and has published more than 35 scholarly articles in journals spanning at least five disciplines. Her current research interest is ...
It radically alters existing configurations of power relations, organizational structures and value sets. ... An overview of the different models of change in public services and public service organizations is provided.
Antecedents to willingness to participate in a planned organizational change. Journal of Applied Communication Research, 22(1), 59–80. Zorn, T. E., Christensen, L. T., & Cheney, G. (1999). Do we really want constant change?
April Rinne defines these eight flux superpowers: • Run slower. • See what's invisible. • Get lost. • Start with trust. • Know your “enough.” • Create your portfolio career. • Be all the more human (and serve other humans) ...
Executives' perceptual filters: What they notice and how they make sense. ... Superior–subordinate communication during organizational change: Under which conditions does high‐quality communication ... Do we really want constant change.
Key features of the book include: A review of current issues and future directions in 13 topical areas of organizational communication research.
If we really want to see a change in our lives—if we really want to go deeper with God—if we really want this journey to be somehow different than it is, then we're going to have to start doing things differently. We can't keep doing ...