Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
16 Cards in this Set
- Front
- Back
Action research
|
A change process based on the systematic collection of data and then the selection of a change action based on what the analyzed data indicate.
|
|
Appreciative inquiry
|
An approach to change that seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance.
|
|
Change agents
|
People who act as catalysts and assume the responsibility for managing change activities.
|
|
Distinctive competencies
|
an organization delivers better than its competition.
|
|
Double-loop learning
|
Errors are corrected by modifying the organization’s objectives, policies, and standard routines.
|
|
Driving forces
|
Forces that direct behaviour away from the status quo.
|
|
First-order change
|
Change that is incremental and straightforward.
|
|
Idea champions
|
Individuals who actively and enthusiastically promote an idea, build support for it, overcome resistance to it, and ensure that the idea is implemented.
|
|
Innovation
|
A new idea applied to initiating or improving a product, process, or service.
|
|
Learning organization
|
An organization that has developed the continuous capacity to adapt and change.
|
|
Moving
|
Efforts to get employees involved in the change process.
|
|
Refreezing
|
- Stabilizing a change intervention by balancing driving and restraining forces.
|
|
Restraining forces
|
Forces that hinder movement away from the status quo
|
|
Second-order change
|
Change that is multidimensional, multilevel, discontinuous, and radical.
|
|
Single-loop learning
|
Errors are corrected using past routines and present policies.
|
|
Unfreezing
|
Change efforts to overcome the pressures of both individual resistance and group conformity.
|