Index
Debra Orr
(Roosevelt University, USA)
Team for Change: A Practitioner's Guide to Implementing Change in the Modern Workplace
ISBN: 978-1-80043-017-4, eISBN: 978-1-80043-016-7
Publication date: 8 April 2021
This content is currently only available as a PDF
Citation
Orr, D. (2021), "Index", Team for Change: A Practitioner's Guide to Implementing Change in the Modern Workplace, Emerald Publishing Limited, Leeds, pp. 149-153. https://doi.org/10.1108/978-1-80043-016-720211029
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Acquiescence resistance
, 84
Active commitment
, 77
Active involvement
, 118
Active manipulation resistance
, 84
Active participation
, 144
Adaptable methods
, 118
Adjourning
, 20
Affective commitment
, 76
Age
, 126
Appreciative inquiry (A/I)
, 8–11
Artifacts
, 106–107
Assimilated communication
, 64
Authenticity
, 33
Autocratic leadership style
, 50
Autonomy
, 24
Avoidance resistance
, 84
Awareness, desire, knowledge, ability, reinforcement model (ADKAR model)
, 7–11
Baby-Boomers
, 17–18
Bardo
, 6
Basic assumptions
, 107
Beckhard–Harris model of change
, 88–89, 115
Behavior
, 127
Beliefs
, 17
Beyond Culture (Hall)
, 21
Bottom up communication
, 64
Broad-based action
, 7
Broadcast
, 79
Burning platform
, 70
Capacity
, 117
Challenger safety
, 125
Change
, 75, 135
ADKAR model
, 7–11
agents
, 2, 35, 85
change-readiness surveys
, 109
complex systems
, 3–4
complicated systems
, 3–4
economic versus organizational approaches to
, 3
history
, 4–7
implications for practice
, 145–146
management
, 1–2
method
, 117–118
metrics and data
, 137–141
process
, 1
sustaining change
, 141–145
template for maintaining
, 145
vision
, 7
Channel(s)
, 59
richness
, 59–60
Chevrolet
, 58
Chevy Nova
, 58
Codes
, 59
Coercive power
, 49
Cognition
, 99
Collectivism
, 24
Commitment, 29, 75–76, 117 (see also Gain commitment)
or psychology of previous investment
, 86
Communication
, 29, 57, 111
environment of
, 57–58
implications for practice
, 66–67
mechanisms
, 58–62
template for action in
, 66
timeline
, 66
travels
, 63–65
Communication, consistency and co-workers (3-C)
, 26
Complex systems
, 3–4
Complicated systems
, 3–4
Comprehensive communication plan
, 72
Compromise resistance
, 84
Condensed communication
, 64
Confirmation bias
, 86
Contextual example
, 137
Contingency leadership
, 52
Continuance commitment
, 76
Contributor safety
, 125
COVID-19
issues of COVID transmission
, 50
pandemic
, 107
Critical theory in organizational studies
, 98
Cultural/culture
, 7, 24, 30, 105–106, 117, 136–137
assessments
, 109
change readiness questions
, 109–110
implications for practice
, 112–113
individual change agent attributes
, 110–112
template for action
, 112
Dashboards
, 138
Data
, 137–141
Defect Derby
, 128
Defiance resistance
, 84
Define, discovery, dream, design, destiny model (5D model)
, 8–9
Democratic leadership style
, 50
DICE model
, 3
Diffusion practices
, 144
Disclose first
, 78
Disconfirming data
, 5
Discretionary effort
, 26
Dissatisfaction
, 88–89
Egalitarianism
, 22
Embellished communication
, 65
Emotional objects
, 88
Emotions
, 87–88, 91
Empathy
, 33
Employee engagement
, 26
Employee turnover
, 139
Encoded message
, 60
Environment of communication
, 57–58
Epistemological perspective
, 59
Espoused values
, 107
Esthetics
, 96
Ethics
, 28, 34–35
implications for practice
, 36–37
template for action
, 36
External(s)
, 2
change agents
, 110
data
, 70
stimulus
, 58–59
Eye contact
, 61
Fear
, 88
Feedback
, 61
Feminine cultures
, 23
Femininity
, 23
Financial contribution
, 136
Force field analysis
, 70–71
Forming
, 19
Frame of reference
, 58
Gain commitment
, 29, 75–76
implications for practice
, 80
template for action for
, 78–80
Gains
, 7
Gender
, 126
Generational cohorts
, 16–18
Generations X, Y and Z
, 16–18
Gestures
, 61
GM executives
, 58
Goal-directed performance reviews
, 143
Grapevine communication
, 63
Grounded and emergent possibilities
, 41
Group development
, 18–20
Guiding coalition
, 7
Haptics
, 61
High-context culture
, 21–22
Hofstede’s model
, 20–21
Homans’ A-I-S cycle
, 128, 130
Horizontal or lateral communication
, 64
How
, 30, 115
change method
, 117–118
implications for practice
, 120
schedules for implementation
, 116–117
template for action
, 118–120
Human Side of Enterprise, The (McGregor)
, 15
IBM
, 20–21
Imagery
, 41
Improving methods
, 118
Inclusion safety
, 125
Indirect metrics (see Proxy metrics)
Individual change agent attributes
, 110–112
Individual commitment
, 136
Individualism
, 24
Indulgence cultures
, 25–26
Inexpressibility, 45n1
Informal communication
, 63
Integrity
, 28, 33–34
implications for practice
, 36–37
template for action
, 36
Intellectual assets
, 14
Intercultural differences
, 20–26
Interdependence of fate
, 123–124
Intergroup meetings
, 142
Internal(s)
, 2
change agents
, 110
data
, 70
motivation and engagement
, 6
noise
, 60
Inverse scenarios
, 97–98
Involvement
, 4, 30, 75
Key performance indicator (KPI)
, 139–140
Knowledge workers
, 14
Kotters’ 8-steps of change process
, 6–7
Labeling
, 77
Lagging indicators
, 138–139
Laissez-faire leadership style
, 50
Leadership
, 29, 47–48
contingency
, 52
formal academic definitions
, 47
implications for practice
, 53–54
servant
, 51–52
setting
, 136
situational
, 52
styles
, 48–52
template for action for
, 53
transformational
, 52
Leading indicator
, 139
Learner safety
, 125
Learning
, 39–40
Legitimate power
, 49
Length of time with organization
, 126
Leveled communication
, 65
Lewin’s approach to change
, 5
Likert Scale
, 139
Logic
, 33
Long?term orientation
, 24–25
Loss aversion
, 77, 85–86
Low-context culture
, 21–22
Managerial style
, 136
Masculine cultures
, 23
Masculinity
, 23
Max-Mix
, 126
Messages
, 59, 63
Meta-stereotypes
, 17–18
Metaphors
, 40–42, 97
Metrics
, 137–141
Millennials
, 17
Mono-chronic cultures
, 25
Motivation
, 59
Moving
, 4–5
Negotiation of meaning
, 127
Neutral zone
, 6
Non-verbal/visual cues
, 59
Normative commitment
, 76
Norming
, 19–20
Oculesics
, 61
Organization development (OD)
, 2, 35
Organization(al)
, 15, 22–23, 62, 136
change
, 96
culture
, 105–106
mythology
, 98–99
sensing meetings
, 142
Paradigm shifts
, 40
Paralanguage cues
, 59
Participation
, 99
Participative activity
, 30, 95
implications for practice
, 100–101
template for action
, 100
People
, 13
employee engagement
, 26
generational cohorts
, 16–18
group development
, 18–20
implications for practice
, 27
intercultural differences
, 20–26
knowledge workers
, 14
principles of people?centered processes
, 28–30
template for helping
, 27
theory X, Y and Z
, 14–16
Performing/performance
, 20
appraisal system
, 79, 141
evaluations
, 144
management systems
, 141
measurement
, 138
Piper Alpha oil rig fire
, 70
Plan down
, 116
Planning methods
, 118
Political power system
, 137
Polls
, 65
Poly-chronic cultures
, 25
Positions vs. interests in change management
, 90
Positive deviance
, 9
Positive emotions
, 129
Power
, 98
distance
, 22
Process
, 117
Processual implementation
, 137
Professional life
, 75
Prominent activity
, 30, 95
implications for practice
, 100–101
template for action
, 100
Prosci
, 8
Proxy metrics
, 139
Psychological safety
, 125
Qualitative metrics
, 139
Quantitative metrics
, 139
Race
, 126
Re-arrangement
, 116–117
Re-freezing
, 4–5
Re-norming
, 19–20
Reciprocity
, 77
Referent power
, 49
Renewal conferences
, 143
Resistance to change
, 29, 83
implications for practice
, 91
template for action
, 90–91
Restraint cultures
, 25–26
Return visits
, 143
Reward(s)
, 144
power
, 49
system
, 143
Risk-taking
, 23
Role in organization
, 127
Routine meeting
, 58
Savvy communicators
, 63
Self-guided activity
, 96
Sense of urgency
, 7
Servant leadership
, 51–52
Shared vision
, 28–29, 39, 42–44
implications for practice
, 44
learning
, 39–40
template for action
, 44
vivid and involving
, 40–42
Sharpened communication
, 64
Short term
orientation
, 24–25
wins
, 7
Similarity
, 77
Situational leadership
, 52
Six-box model
, 107–108
Social aspect of communication
, 58
Social constructionism
, 43
Social networks
, 29, 47
implications for practice
, 53–54
template for action for
, 53
Social proofs
, 78
Social psychology
, 124
Societies
, 22–23
Sticking change
, 30
Stimulus
, 58–59
Storming
, 19
Structure of Scientific Revolutions, The (Kuhn)
, 40
Structuring methods
, 118
Substantial difference
, 135–136
Super-ordinate goal
, 39
Supportive methods
, 118
Surfacing values
, 97
Sustaining change
, 141–145
Symbolic reinforcement
, 144
Task interdependence
, 124
Team meetings
, 142
Teams and involvement, 123 (see also Leadership)
implications for practice
, 131
template for action
, 130–131
Technical power
, 49
Telephonic communication
, 60
Temporal implementation
, 137
Theory X, Y and Z
, 14–16
Thinking
, 99
Time of day
, 57–58
Top down communication
, 64
Trainings
, 144
Transformational leadership
, 52
Transitions
, 5–6
Trust
, 28, 33–35
implications for practice
, 36–37
template for action
, 36
Uncertainty avoidance
, 23
Unethical behavior
, 35
Unfreezing
, 4–5
Values
, 28, 33–35, 97
attribution
, 86
implications for practice
, 36–37
template for action
, 36
Verbal cues
, 59
Vision
, 39
and strategy
, 7
Visual activity
, 30, 95
implications for practice
, 100–101
template for action
, 100
“Why” of decision
, 29, 69
implications for practice
, 72
template for action
, 71–72
Work
, 75
Written communication
, 59
Zoomers
, 17
- Prelims
- 1: Foundations of Change
- 2: People
- 3: Trust, Integrity, Values and Ethics
- 4: Shared Vision
- 5: Leadership and Social Networks
- 6: Communication
- 7: Explain Why
- 8: Gain Commitment
- 9: Resistance to Change
- 10: Do Something Visual, Participatory and Prominent
- 11: Culture Counts
- 12: Explain How
- 13: Teams and Involvement
- 14: Sticking Changing
- Index