Modeling Technical Change: Theory and Practice

2021 ◽  
pp. 1-53
Author(s):  
Subal C. Kumbhakar
Keyword(s):  
Technical Change ◽  
Change Theory ◽  
Theory And Practice

scholarly journals How being appreciative creates change – theory in practice from health and social care in Scotland

2017 ◽  
Vol 16 (2) ◽  
pp. 223-243 ◽  
Author(s):  
Cathy Sharp ◽  
Belinda Dewar ◽  
Karen Barrie ◽  
Julienne Meyer
Keyword(s):  
Action Research ◽  
Risk Taking ◽  
Positive Attitude ◽  
Social Care ◽  
Social Systems ◽  
Change Theory ◽  
Theory And Practice ◽  
Home Life ◽  
Health And Social Care ◽  
Design And Testing

This paper develops understanding of appreciative action research that generates curiosity and motivation as a better platform for collaborative change. Blending theory and practice it draws on the example of the My Home Life leadership programme in Scotland that explores the concepts and approaches of ‘Caring Conversations’ and ‘playful provocation’ in care homes for older people. The paper shows how they expand notions of appreciation and help people to deepen inquiry, explore values, acknowledge and express emotion without dispute or judgement, articulate tacit knowledge and give voice to things previously thought to be ‘unsayable’. We explore how these generative approaches act as a powerful positive ‘disruption’ that brings existing relationships to life, supports a positive attitude to risk-taking and helps to devise new approaches to the local design and testing of approaches to problems. Ultimately these approaches play an important part in developing understanding of how to do appreciative action research to enhance relationships and more strengths or assets-based and collaborative ways of working and so, to develop new possibilities for changing social systems and a more future-making orientation to action research.

The contributions of Raymond Williams and E.P. Thompson to communication and social change theory and practice

2017 ◽  
Vol 32 (5) ◽  
pp. 405-418 ◽  
Author(s):  
Pradip Ninan Thomas
Keyword(s):  
Social Change ◽  
18Th Century ◽  
Change Theory ◽  
Theory And Practice ◽  
Technological Determinism ◽  
The Public ◽  
Social Change Theory ◽  
Communication For Social Change ◽  
Raymond Williams ◽  
The Public Sphere

This article explores the contributions made by Raymond Williams and E.P. Thompson to communication for social change theory. It argues that Williams’ critique of technological determinism, his notion of the ‘structure of feeling’, analysis of culture and cultural materialism as a mode of analysis contributes to the theorising of communication for social change. This article also examines Thompson’s contributions to historiography, his engagement with the contextualised histories of ordinary people and their contributions to the making of the public sphere in 18th-century England. This article argues that the contributions made by these two theorists enable a critique of structures and a re-centring of agency, both of which are critical to a renewal of communication for social change theory.

scholarly journals Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management

2020 ◽  
Author(s):  
Stephen Cummings ◽  
Todd Bridgman ◽  
KG Brown
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
Theory And Practice ◽  
Human Relations ◽  
Managing Change

© 2015, © The Author(s) 2015. Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

Longitudinal Field Research on Change: Theory and Practice

1990 ◽  
Vol 1 (3) ◽  
pp. 267-292 ◽  
Author(s):  
Andrew M. Pettigrew
Keyword(s):  
Change Theory ◽  
Field Research ◽  
Theory And Practice ◽  
Longitudinal Field
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