Cause maps, sensemaking, and planned organizational change

Article Abstract:

This article examines the usefulness of using cognitive cause-mapping methods to investigate the way employees make sense of organizational change. Findings indicate that cognitive cause-mapping is a valid and useful technique and that common concerns regarding organizational change include its effects on the job, the reasons for change, and implementation challenges.

Organizational Methods NEC, Statistical Data Included, Research, Cognition, Workers, Industrial psychology, Methodology, Research methods, Industrial-organizational psychology

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Network conditions for organizational change

Article Abstract:

This article provides an analysis of three network theories involving organizational change. The authors discuss the cross-departmental friendship ties model which fosters trust, the viscosity model that involves controversial change, the the structural leverage model which is mathematical and involves informing as many people as possible about the change.

Social networks

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Organizational change as a process of death, dying, and rebirth

Article Abstract:

This article examines organizational change in professional bureaucracies, such as hospitals and universities. The author, focusing on how individuals within an organization works through their resistance to change, maintains organizational change in bureaucracies resembles the process terminally ill patients go through regarding death and dying.

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