Implementing NAGPRA: the effective management of legislated change in museums

2002 ◽  
Vol 40 (1) ◽  
pp. 35-49 ◽  
Author(s):  
Morris Abraham ◽  
Tim Sullivan ◽  
Des Griffin
Keyword(s):  
Native American ◽  
Change Process ◽  
Strong Support ◽  
Change Processes ◽  
Effective Management ◽  
Allocation Of Resources ◽  
Effective Change ◽  
The Usa ◽  
Generic Change ◽  
Successful Change

A survey of 19 museums across the USA sought to identify the change processes associated with the effective management of a specific case of legislated change imposed by The Native American Graves Protection and Repatriation Act 1990 (NAGPRA). Interviews were also conducted with a sample of these museums to understand further the change process adopted. It was hypothesised that those organisations which were perceived by respondents to have achieved successful change outcomes, would have managed the change transition in accordance with generic change principles in the change literature, regardless of the legislated nature of the change. The findings provided strong support for these general principles of effective change management in situations where the organisation has little choice about the change initiative. However the legislated nature of the change and the initial lack of understanding of its scope and implications produced some deviations from these general principles, particularly with respect to the dimensions of visioning, participation and allocation of resources to the change program.

scholarly journals FACTORS AFFECTING EFFECTIVENESS OF CHANGE INITIATIVES: Evidence from Malaysian Firms

2003 ◽  
Vol 5 (1) ◽  
pp. 33
Author(s):  
Mohd Nazzari Ismail ◽  
Shreen Ahmad
Keyword(s):  
Change Process ◽  
Primary Data ◽  
Change Processes ◽  
Effective Management ◽  
Change Initiatives ◽  
Main Method ◽  
Factors Affecting ◽  
Effective Change ◽  
Successful Change ◽  
Executives And Managers

This paper investigates various system models and change guidelines that deal with the dynamics of successful change. It seeks to find out whether Malaysian organizations which have achieved successful change outcomes would have also managed the change process in accordance to the general guidelines derived from the literature on  effective management of change. Primary data for this study was obtained by conducting a mailed questionnaire survey among executives and managers of seventeen Malaysian organizations. The main method of analysis is by  looking at the correlation between an organization’s scores on the relevant items in the change process scales and the organization’s perceived effectiveness of change, as measured by the organization’s change effectiveness scores.The general finding confirms and reinforces the literature on effective change management.  It was found that organizations that were perceived by staff to have achieved successful change outcomes, were also perceived to have managed the change processes well in accordance to general principles derived from research on organizational change.

scholarly journals A Systematic Approach to Modelling Change Processes in Construction Projects

2012 ◽  
Vol 5 (1) ◽  
pp. 23-31 ◽  
Author(s):  
Ibrahim Motawa
Keyword(s):  
Change Process ◽  
Construction Projects ◽  
Systematic Approach ◽  
Change Processes ◽  
Early Stages ◽  
Effective Change ◽  
Project Characteristics ◽  
Change Identification ◽  
Available Information ◽  
The Relationship

Modelling change processes within construction projects isessential to implement changes efficiently. Incomplete informationon the project variables at the early stages of projects leads toinadequate knowledge of future states and imprecision arisingfrom ambiguity in project parameters. This lack of knowledge isconsidered among the main source of changes in construction.Change identification and evaluation, in addition to predictingits impacts on project parameters, can help in minimising thedisruptive effects of changes. This paper presents a systematicapproach to modelling change process within construction projectsthat helps improve change identification and evaluation. Theapproach represents the key decisions required to implementchanges. The requirements of an effective change processare presented first. The variables defined for efficient changeassessment and diagnosis are then presented. Assessmentof construction changes requires an analysis for the projectcharacteristics that lead to change and also analysis of therelationship between the change causes and effects. The paperconcludes that, at the early stages of a project, projects with a highlikelihood of change occurrence should have a control mechanismover the project characteristics that have high influence on theproject. It also concludes, for the relationship between changecauses and effects, the multiple causes of change should bemodelled in a way to enable evaluating the change effects moreaccurately. The proposed approach is the framework for tacklingsuch conclusions and can be used for evaluating change casesdepending on the available information at the early stages ofconstruction projects.

The swansong of the fascist octopus: creating effective change communications

2018 ◽  
Vol 39 (4) ◽  
pp. 66-70
Author(s):  
Peter Hirsch
Keyword(s):  
Change Process ◽  
Design Methodology ◽  
Social Implications ◽  
Change Processes ◽  
Content Type ◽  
Effective Change ◽  
Natural Tendency ◽  
Large Corporations ◽  
Practical Implications ◽  
Corporate Language

Purpose The purpose of this paper is to examine why corporations frequently do such a bad job in change communications and succumb to clichéd terminology when communicating change. Design/methodology/approach The approach was to identify particularly egregious examples of poor communications and to identify some reasons why change communications seems so difficult for large corporations. Findings Poor change communications has a number of sources. Chief of these is the failure to involve employees in the change process from the beginning and to acknowledge candidly that all change processes have losers as well as winners. Research limitations/implications The views expressed in the paper are based on the author’s own experience rather than extensively researched data. Practical implications While poor change communications will always exist, leaders who understand the natural tendency to use obscure and clichéd language in the field will be able to mitigate its effects. Social implications With trust in corporations at all-time lows, one can believe that more effective change communications will help to restore some of the lost trust between capital and labor. Originality/value While the clichéd corporate language is the frequent target of critics, there are few treatments of its connection with change communications.

Contesting the dominant narrative: expanding the multistory cultural change approach

2020 ◽  
Vol 33 (2) ◽  
pp. 217-228
Author(s):  
Martijn van Ooijen ◽  
Antonie van Nistelrooij ◽  
Marcel Veenswijk
Keyword(s):  
Organizational Culture ◽  
Cultural Change ◽  
Change Process ◽  
Design Methodology ◽  
Construction Safety ◽  
Change Processes ◽  
Research Approach ◽  
Organizational Field ◽  
Content Type

PurposeThe purpose of this paper is to expand the theory on multistory cultural change by showing how a dominant narrative on construction safety dynamically interrelates and is contested on multiple intertextual levels in an organizational field of organizations contributing to the recovery of houses in an earthquake region.Design/methodology/approachAn ethnoventionist research approach was adopted in which interpretation of data to find narratives and designing interventions went hand-in-hand.FindingsWe found four distinctive composite narratives besides the dominant narrative to which five actors refer in their accounts, thereby contributing to three types of story patterns. These narratives disclose the taken-for-granted ideas and beliefs that characterize the challenge of changing organizational culture. One intervention, which intended multiple stories to touch the surface, was highlighted as a multistory intervention.Research limitations/implicationsFurther research could extend the knowledge on other change interventions that contribute to multistory cultural change processes.Originality/valueAdopting an ethnoventionist approach to provide deep insights on an unfolding cultural change process for both scholars and practitioners.

Network change processes for environmental practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lyndie Bayne ◽  
Sharon Purchase ◽  
Geoffrey N. Soutar
Keyword(s):  
Life Cycle ◽  
Change Process ◽  
Business Case ◽  
Process Theory ◽  
Change Processes ◽  
Business Networks ◽  
Environmental Practices ◽  
Content Type ◽  
Network Change ◽  
Network Process

Purpose The purpose of this study is to develop an understanding of how change in environmental practices occurs in business networks. The study examines what types of network change processes occur in bringing about environmental change. Further, the basic change process theory types (life-cycle, teleology, dialectics and evolution) involved in the change processes are analyzed. Design/methodology/approach A multiple, embedded, network case study was undertaken in the Australian agrifood sector, focusing on the pork and dairy industries. Findings Change was found to occur through the interaction of multiple network processes operating simultaneously and sequentially over time. Thirteen network process categories were identified, grouped further into legislative, business case and altruistic overarching motivations. Legislative change processes emphasize the need for continued government intervention through enforced legislation. Teleology and dialectics were common at the beginning of many change processes, followed by life-cycle theory types. Originality/value The study brings together change process conceptualizations from prior unconnected literatures into a comprehensive change process categorization framework. Examining changes in the activity dimension adds to network dynamics literature previously focusing on changes in the actor and resource dimensions. Contributions are made to processual research methods by theoretically and empirically clarifying connections between events, activities and processes. Analyzing the underlying change process theory types at the network level adds to both management and business network literature. Finally, the study answers calls to study sustainability issues at a network level.

Geohazard and Climate adaption:  impacts and interconnectivity

2021 ◽  
Author(s):  
Dimitar Ouzounov ◽  
Menas Kafatos ◽  
Patrick Taylor
Keyword(s):  
Climate Change ◽  
Climate Adaptation ◽  
Seismic Energy ◽  
Small Time ◽  
Change Processes ◽  
Atmospheric Conditions ◽  
New Information ◽  
Global Geodynamics ◽  
The Usa ◽  
Adaptation Processes

<p>The forefront of science now is in bridging fields and making connections across different disciplines, challenging our current understanding of the Earth's changes and overall state. Some of the most challenging science questions now have to do with warnings for significant geohazards and Earth-Space systems' response to climate variability affecting adaptation processes, such as geosphere changes due to climate change and resultant strategies. In recent years, the study of pre-earthquake processes has led for example to developing the lithosphere-atmosphere-ionosphere-coupling concept. This in turn provides new information about the Earth's energy balance (Pulinets and Ouzounov, 2011). From space-born NASA and NOAA Earth observation of atmospheric conditions, we have shown the consistent occurrence of radiative emission anomalies in the atmosphere near or over regions of earthquakes, volcanoes, and geothermal fluxes. Our assessment shows that the latent heat released before major earthquakes is larger than the seismic energy released during the quake (Ouzounov et al., 2018). We find that the associated pre-earthquake phenomena for large events may create an additional thermodynamic contribution in the atmosphere and impact on climate, caused by sources of Earth de-gassing in the lithosphere and followed by ionization processes. Because of these findings, we start exploring major global geodynamics activities and their impact on atmospheric processes and climate through the geosphere coupling channels as a potential forward process of interaction between geohazards and climate adaptation. The reverse mechanism of climate adaptation's impact on geohazards is based on the initial idea that climate adaptation could force additional geohazards activities (McGuire, 2010). The removal of ice sheets may somehow or likely have permitted the release of stresses that had accumulated on previously confined faults, triggering earthquakes in the US, Canada, and Europe. How realistically is it to expect a change in the existing earthquake patterns in Europe, the USA, and Canada during climate change processes? It is plausible, but we do not yet know the answer. Our goal is to explore the coupling between geohazards processes and climate change processes through the lithosphere-atmosphere framework, focusing on dynamic environments, exhibiting a change in physical and thermodynamics processes over relatively small-time scales.</p>

Enacting Positive Social Change: A Civic Wealth Creation Stakeholder Engagement Framework

2021 ◽  
pp. 104225872110497
Author(s):  
Ryan C. Bailey ◽  
G. T. Lumpkin
Keyword(s):  
Social Change ◽  
Stakeholder Engagement ◽  
Change Process ◽  
Resistance To Change ◽  
Change Processes ◽  
Social Injustice ◽  
Wealth Creation ◽  
Societal Issues ◽  
Innovative Solution ◽  
Positive Social Change

Entrepreneurship is an innovative solution for many businesses, communities, governments, nonprofits, and social innovators to address societal issues, such as poverty and social injustice. Civic wealth creation (CWC) is one type of entrepreneurial change process that engages diverse stakeholders to enact positive social change (PSC). However, resistance to change and low stakeholder engagement often impede efforts to achieve desired outcomes. Because stakeholder theory holds that stakeholders with joint interests create new value when they interact, we propose a stakeholder engagement framework that uses the awareness, desire, knowledge, ability, and reinforcement (ADKAR) change methodology to enhance CWC stakeholders’ propensity to participate in the entrepreneurial change processes that create PSC.

Historical Currents in Scholarship of Organization Change

2021 ◽  
pp. 22-49
Author(s):  
W. Warner Burke
Keyword(s):  
Change Process ◽  
External Environment ◽  
Organization Change ◽  
Theory And Practice ◽  
Evidence Based ◽  
Significant Information ◽  
Effective Change ◽  
Kurt Lewin ◽  
Areas Of Interest ◽  
Gathering Data

Grounded in open system theory this chapter covers the primary contributions to our understanding of organization change since the early work of Kurt Lewin in the 1930s and 40s. Two areas of interest represented the theory and practice back then and since—what to change and how to change organizations. Most models of organizations covered both. Regarding the what models, the organization’s external environment, its strategy, culture, and structure are examples of what has been included. The how models developed mostly from practice with learning coming from experience about stages of the change process such as gathering data, diagnosis, developing a vision and communicating it, etc. The latter part of the chapter brings organization change thinking up to date with three articles that have reviewed considerable literatures. These reviews provide significant information regarding organization change that is evidence based, the importance of an organization’s history in terms of its relevance to effective change, and how leadership has a direct impact on organization change.

Contemporary Change Management and Leadership in Local and International Businesses

2019 ◽  
pp. 405-430
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

Sign in / Sign up

Export Citation Format

Share Document