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Framing and Tropes in Organizational Change Practice
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Author(s): Mark Kong Chew Loon (Bath Spa University, UK)
Copyright: 2019
Pages: 9
Source title:
Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch042
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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.
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