Hardback : HK$1,192.00
Applying an invaluable sensemaking framework to organizational change and combining the theory and practice of implementing change, this book represents an instructive and informative view on change in business. Its strength lies in two key areas:
1. Introduction 2. Identifying Cues: A History of Nova Scotia Power 3. Strategic Sensemaking 4. The Story of Organizational Change 5. Sensemaking and Identity Construction 6. Application of the Sensemaking Model to the Nova Scotia Power Case 7. Making Sense of Sensemaking: Suggestions for Sensible Modifications of the Sensemaking Model
Show moreApplying an invaluable sensemaking framework to organizational change and combining the theory and practice of implementing change, this book represents an instructive and informative view on change in business. Its strength lies in two key areas:
1. Introduction 2. Identifying Cues: A History of Nova Scotia Power 3. Strategic Sensemaking 4. The Story of Organizational Change 5. Sensemaking and Identity Construction 6. Application of the Sensemaking Model to the Nova Scotia Power Case 7. Making Sense of Sensemaking: Suggestions for Sensible Modifications of the Sensemaking Model
Show more1. Introduction 2. Identifying Cues: A History of Nova Scotia Power 3. Strategic Sensemaking 4. The Story of Organizational Change 5. Sensemaking and Identity Construction 6. Application of the Sensemaking Model to the Nova Scotia Power Case 7. Making Sense of Sensemaking: Suggestions for Sensible Modifications of the Sensemaking Model
Jean Helms Mills is Assistant Professor of Organizational Behaviour at Acadia University, Canada.
'Helms-Mills strides into the growing conversation about organizational sensemaking and anchors it in stirring changes at Nova Scotia Power, deepens it by showing what sensemaking reveals and conceals, and improves the conversation by closer attention to power, activities and rules. This is an important, nuanced, engaged contribution to organizational studies.' - Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behaviour and Psychology, University of Michigan Business School, Ann Arbor, USA 'Helms-Mills here discovers a disconnection between the hyper rational prescriptive models for organizational change found in textbooks and the highly contextual, socially constructed and unpredictable interactions at the changing ground level of Nova Scotia Power. She finds some answers to this puzzle in the sensemaking theories of Karl Weick and some answers in Blackler's work on activity systems. But when these theories reach their limits, she stretches them to include Mills' work on rule-bound activity. This engaging study of NSP will help revitalize the field'. - James Douglas Orton, University of Nevada,Las Vegas 'Although change is recognized to be maybe the most essential feature of today's organizations, it is not often theorized as ambitiously as it is here. Those who study, carry out and research organizational change programs will no doubt find it a most helpful test of mind; giving inspirations and acting as a mirror, both conceptual and analytical, to reflect one's ideas'. Iiris Aaltio, Department of Business Administration, Lappeenranta University of Technology, Finland
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