By Raymond Caldwell
This glorious booklet remaps the limits and chances of swap, in actual fact moving the focal point from outdated debates on business enterprise and constitution to new practice-based discourses on supplier and alter. providing readers a selective and critical review of key literature and empirical examine, it's going to aid scholars contextualize this advanced topic quarter and independently review destiny clients for potent switch agent roles in companies featuring an interdisciplinary exploration of competing discourses, the e-book makes use of overarching conceptual continua: targeted agency-decentred enterprise and systems-processes, thereby permitting a extra extensive specialize in corporation and alter. Well-written with tough content material, this booklet is vital interpreting for these attracted to the origins, improvement and destiny customers for switch service provider in an organizational global characterised by way of expanding complexity, danger and uncertainty.
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Extra resources for Agency and Change: Rethinking Change Agency in Organizations (Understanding Organizational Change)
The practitioner as change agent somehow becomes a mechanism for redesigning ‘mental models’ by exposing the disjunction between what people and researchers say they are doing and what is really guiding their behaviour: the defensive reasoning mindsets within both organizations and the research process itself. For Argyris the participative dimension of action research is not a fundamental challenge to objective validity, but a reaffirmation of the foundations of action science. While Argyris’s either/or dichotomies of behaviour appear to leave more room for the unpredictable, irrational and emotional as well as for selfreflection on practice, they represent an even stronger embrace of rationalism than envisaged by Lewin.
Moreover, because structure as a process-based construct is sustained by interaction it is apparently open to change and this involves a rejection of the determinism implied by evolutionary and old style structuralist or systems concepts of order and collective agency: ‘All reproduction is necessarily production … and the seed of change is there in every act which contributes towards the reproduction of any ordered form of social life’ (Giddens 1976: 102, emphasis in original). While Giddens’ ideas appeared to bring agency back into sociological theory, especially after the abstract ‘structural-functional’ legacy of Parsons’ (1951) social systems theory, his work rarely offers new empirical or practical insights into how agency transforms ‘structure’.
Paradoxically, irrationality as choice and ‘resistance to change’ becomes the counterforce against which change agents within the OD tradition must struggle to affirm their rationalist ideals and democratic ethos (Argyris 1982). This paradox has been almost completely lost as OD morphs into change management consultancy. Reflexivity. Lewin the epistemological rationalist could not conceive of a decentring of agency within action research, conceived as dialogue or discourse, and so his model of reflexivity as feedback from practice is purely a methodological tool that never resolves the theory and practice divide that is the central ambition of all his work.
Agency and Change: Rethinking Change Agency in Organizations (Understanding Organizational Change) by Raymond Caldwell