Framing and tropes in organizational change practice

Loon, M (2019) 'Framing and tropes in organizational change practice.' In: Hamlin, R.G, Ellinger, A.D and Jones, J, eds. Evidence-based initiatives for organizational change and development. IGI Global, pp. 617-625. ISBN 9781522561552

Official URL: http://dx.doi.org/10.4018/978-1-5225-6155-2.ch042

Abstract

There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.

Item Type: Book Chapter or Section
Divisions: Bath Business School
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Date Deposited: 19 Mar 2019 12:29
Last Modified: 19 Mar 2019 12:29
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