Author
Virginia E. Schein
Bio: Virginia E. Schein is an academic researcher. The author has contributed to research in topics: Organizational effectiveness & Organization development. The author has an hindex of 1, co-authored 1 publications receiving 29 citations.
Papers
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TL;DR: In this paper, political strategies and power tactics are necessary for the effective implementation of systemic change programs in organizations, and since the organization is a highly political environment, the co-...
Abstract: Political strategies and power tactics are necessary for the effective im plementation of systemic change programs in organizations. Since the organization is a highly political environment, the co...
29 citations
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TL;DR: In this article, the authors demonstrate how a communication perspective can enhance understanding of implementation activities and how factors that influence when and how innovations are utilized in organizations are examined, focusing on the means by which change programs are installed and by which users come to learn of such programs.
Abstract: Organizational scholars have acknowledged the importance of communication processes in explanations for organizational change processes, but have focused primarily on the invention, design, adoption, and responses to planned changes. Communication perspectives have largely ignored the means by which change programs are installed and by which users come to learn of such programs. The goal of this chapter is to demonstrate how a communication perspective can enhance understanding of implementation activities. Factors that influence when and how innovations are utilized in organizations are examined. Six major areas of literature in implementation of planned organizational change are reviewed: (a) general approaches to implementation, (b) strategies and tactics for change implementation, (c) characteristics and factors related to change agents, (d) contingencies that affect implementation, (e) strategic planning and implementation, and (f) themes and recommendations in the practitioner literature. In the fin...
158 citations
TL;DR: In this article, the authors argue that the integration of these two processes provides a potentially richer understanding of the dynamic processes of intraorganizational contexts, which is critical to effective organizational change.
Abstract: Myth systems and politics help to establish the internal context of organizational settings, and thus are quite important processes contributing to more meaningful interpretations of events and phenomena in organizations. Both processes have been studied, albeit, independently. In the present article, the argument is made that the integration of these two processes provides a potentially richer understanding of the dynamic processes of intraorganizational contexts, which is critical to effective organizational change. Examples are used to illustrate specific points and suggestions for research and practice are proposed.
137 citations
TL;DR: An overview of issues and techniques for the political diagnosis of client systems is provided in this paper, with a focus on the diagnostic requirements of effective political action, and an overview of techniques for political diagnosis is given.
Abstract: The political side of OD intervention is receiving more consideration by those in the field. Most of this attention focuses on how the consultant can increase and use his or her power in the client system. Little attention has been given, however, to the diagnostic requirements of effective political action. An overview of issues and techniques is provided here for the political diagnosis of client systems.
64 citations
TL;DR: The political aspect of planned organizational change has received considerable attention since the late 1960s as discussed by the authors. But despite the increasing acceptance of the fact that organizational change is inexorable, the political aspect has not yet received much attention.
Abstract: Since the late 1960s, the political aspect of planned organizational change has received considerable attention. But despite the increasing acceptance of the fact that organizational change is inex...
47 citations
TL;DR: The authors argue that OD has developed an unrecognized political orientation that aids OD consultants in the political arena and supports their intervention programs, and explore the practical and ethical/value considerations of greater political involvement.
Abstract: It is now accepted that organizational politics exist in every organization and are involved in almost every facet of organizational life. Organizational politics are certainly involved in intervention programs. Despite these facts, organization development (OD) has been characterized as lacking any political sophistication whatsoever. In order to increase their success rate, OD consultants have been asked to become more politically involved in their intervention programs [Bennis, 1969; Pettigrew, 1975]. We argue here that OD has developed an unrecognized political orientation that aids OD consultants in the political arena and supports their intervention programs, and we explore the practical and ethical/value considerations of greater political involvement.
45 citations