The assumptions of ordinariness as a denial mechanism: innovation and conflict in a coal mine

Article Abstract:

Technological innovations in the work place often face strong resistance because the innovations alter the socially-structured psychological defenses of employees. A case study from the UK coal mining industry is presented to reveal that psychosocial processes which can undermine progress and adaptation to innovations. The introduction of a new work organization was unsuccessful because management treated the process as an ordinary event. As a result, the miners behaved in psychologically regressive ways. Resistance to change can stifle learning, and effective self-regulation by a primary group is essential to successful introduction of innovation. Outside management, through either coercive or supportive means, cannot change a group's behavior.

Case studies, Organizational change, Organizational behavior, Coal miners

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Leadership development at GE's Crotonville

Article Abstract:

General Electric Co has redesigned its four-week executive training course called Business Management Course (BMC), which is based on concepts derived from action learning. Managers participating in BMC are taken out of their typical environments and teamed with peers to find solutions for difficulties faced by GE businesses. The course uses business projects to examine areas such as: leadership; marketing strategy; business strategy: and team building. Goals of the BMC include: learning to use and apply feedback; learning to provide help for crucial GE-related business issues; and learning to create personnel actions plans.

Management, Human resource management, General Electric Co., GE, Problem solving, Management training

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