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    They meet, they talk … but nothing changes: Meetings as a focal context for studying change processes in organizations

    Access Status
    Fulltext not available
    Authors
    Klonek, Florian
    Paulsen, H.
    Kauffeld, S.
    Date
    2015
    Type
    Book Chapter
    
    Metadata
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    Citation
    Klonek, F. and Paulsen, H. and Kauffeld, S. 2015. They meet, they talk … but nothing changes: Meetings as a focal context for studying change processes in organizations, in Allen, J., Lehmann-Willenbrock and Rogelberg, S. (ed)., The Cambridge Handbook of Meeting Science, pp. 413-439. Cambridge: Cambridge University Press.
    Source Title
    The Cambridge Handbook of Meeting Science
    DOI
    10.1017/CBO9781107589735.018
    ISBN
    9781107589735
    School
    Future of Work Institute
    URI
    http://hdl.handle.net/20.500.11937/69937
    Collection
    • Curtin Research Publications
    Abstract

    In this chapter, we discuss how meetings relate to organizational change management. We present a coding instrument that assesses meeting talk in terms of change or sustain talk, two psycholinguistic constructs that are supposed to facilitate or inhibit organizational changes and that represent participants' readiness versus their resistance to change. We present a step-by-step guideline on how the dynamics of readiness and resistance to change within one meeting can be graphed using a time-sensitive measure that we call the R-index (i.e., for readiness and resistance to change). We show how two theoretical frameworks – Lewin's field theory and the transtheoretical model of change – are related to the operationalization of change talk and sustain talk in meetings. Finally, we discuss how the R-index can be used as a dynamic measure of change readiness in meetings.

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