02 Feb Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which something must be done?. In relation to the
Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which “something must be done”. In relation to the change issue, think about what sense-making changes might need to be enacted and how you would go about this. Assess this in terms of the eight elements of the sense-making framework suggested by Helms Mills and as set out in Table 9.7 (p. 303)
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Ｃｈａｐｔｅｒ盤豊熟饗
ｏｒｇａｎぱａｔｉｏｎ ＤｅＶｅ１ｏｐｍｅｎｔ
ａｎｄ Ｓｅｈｓｅ－Ｍａｋｍ９
Ａｐｐｒｏａｃｈｅｓ
Ｌｅａｒｎｉｎｇ ｏｂｊｅｃｔｉｖｅｓ
Ｂｙｔｈｅｅｎｄｏｆｔｈｉｓｃｈａｐｔｅｒｙｏｕｓｈｏｕ－ｄｂｅａｂ－ｅｔｏ：
圃翻圏欄間
Ａｐｐｒｅｃｉａｔｅｍｏｒｅｃｌｅａｒｌｙｔｈｅｏｒｇａｎｉｚａｔｉ。ｎａＩＣｈａｎｇｅａＰｐｒｏａｃｈｅｓｕｎｄｅｒｐｉｎｎｉｎｇ
ｔｈｅｃｏａｃｈａｎｄｉｎｔｅｒｐｒｅｔｅｒｉｍａｇｅｓｏｆｍａｎａ９ｉｎｇｃｈａｎｇｅ．
耀霞覇灘藁露顕園
Ｕｎｄｅｒｓｔａｎｄｔｈｅｏｒｇａｎｉｚａｔｉｏｎ Ｄｅｖｅｌｏｐｍｅｎｔ（ＯＤ）ａｐｐｒｏａｃｈｔｏｃｈａｎｇｅ．
璽璽璽圃
Ｂｅａｗａｒｅｏｆｅｘｔｅｎｓｉｏｎｓｏｆｔｈｅ ＯＤ ａｐｐｒｏａｃｈｓｕｃｈａｓＡｐｐｒｅｃｉａｔｉｖｅｌｎｑｕｉｒｙ，
Ｐｏｓｉｔｉｖｅ ｏｒｇａｎｉｚａｔｉ。ｎａＩＳｃｈｏｌａｒｓｈｉｐ，ａｎｄ Ｄｉａｌｏｇｉｃ ＯＤ．
Ｅ圏圏圏麗
Ｕｎｄｅｒｓｔａｎｄｔｈｅｓｅｎｓｅ‐ｍａｋｉｎｇａｐｐｒｏａｃｈｔｏｃｈａｎｇｅ．
“凶ｈｅｎ『ｈｅ ｗｏｒ／ｄｃｈｏｎｇｅｓ
ｏｒｏｕｎｄｙｏｕｏ打ｄｗｈｅｎ／ｒｃｈｏｎｇｅｓ
ｏｇｏ′“ｓｒｙｏｕ－－ｗ力ｏｒｕｓｅｄｒｏｂｅｏそｏ′／ｗ′ｎｄ
′ｓｎｏｗｏｈｅｏｄｗ′ｎｄ－ｙｏｕｈｏｖｅｒｏ／ｅｏｎ′“『ｏ
ｒｈｏｆｏｎｄ方ｇｕ「ｅｏｕｒｗｈｏｔｔｏｄｏｂｅｃｏｕｓｅ
Ｃｏｍｐ／Ｏ′“′“９′ｓｎＴｏｓｔｒｏｔｅｇｙぞ
２８２
ＣＩ１ａＰｔｅｒ９
０′耳の７′ｚα”○〃上）ｇ１’ｅわ野′７７ｇｍの７ｄＳｅ′７ｓｅ‐み名α膚′７ｇ４口Ｐｒｏｑｃ力郎
鰹霊園璽ＬＡ－ｔｅｒｎａｔｉｖｅ ＡＰＰｒｏａｃｈｅｓｔｏ Ｍａｎａｇｉｎ９ Ｃｈａｎｇｅ
ｏｆｔｈｅｓ広ｉｍａｇｅｓｏｆｍａｎａｇｉｎｇｃｈａｎｇｅ，ｔｈｅ ｍｒｅｚｑ比ｇｒａｎｄ′ｍｍ／だｒｉｍａｇｅｓｈａｖｅｔｈｅｉｒ云ｏｕｎ－
ｄａｔｉｏｎｓｉｎｔｈｅ負ｅｌｄｏｆｏｒｇａｎｉｚａｔｉｏｎｔｈｅｏｒｙ；ｔｈｅｏｔｈｅｒ危ｕｒｉｍａｇｅｓ一αかぎαの；のαｃた，′？”１ノＺｇｄｒの；
ａｎｄ！′？彫塑だす好一ｈａｖｅｓｔｒｏｎｇｅｒあｕｎｄａｔｉｏｎｓｉｎｔｈｅｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅｆｉｅｌｄ．Ｔｈｉｓｃｈａｐｔｅｒ
ａｎｄｃｈａｐｔｅｒ
ｌｏｄｅｌｖｅｆｕｒｔｈｅｒｉｎｔｏｔｈｅ あｕｎｄａｔｉｏｎｓｏｆｔｈｅ危ｕｒｉｍａｇｅｓｔｈａｔａｒｅｒｏｏｔｅｄｉｎ
ｔｈｅｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅ五ｅｌｄａｎｄｅｘｐｌｏｒｅｔｈｅｉｒｉｍｐｌｉｃａｔｉｏｎｓあｒｈｏｗｔｏ ｍａｎａｇｅｏｒｇａｎｌ－
ｚａｔｉｏｎａｌｃｈａｎｇｅ，Ｔｈｅｙａｒｅ
ａｌｓｏｔｈｅＦｏｕｒｉｍａｇｅｓｔｈａｔ，ｉｎ ｖａｒｉｏｕｓ ｗａｙｓ，ａｓｓｕｍｅｔｈａｔｔｈｅ
ｃｈａｎｇｅ ｍａｎａｇｅｒｈａｓａｎｉｍｐｏｒｔａｎｔｉｎｆｌｕｅｎｃｅｏｎｔｈｅ ｗａｙｃｈａｎｇｅｏｃｃｕｒｓｉｎｏｒｇａｎｉｚａｔｉｏｎｓ．
ｌｎｃｏｎｔｒａｓｔ，ｔｈｅｆｉｒｓｔｔｗｏｉｍａｇｅｓ，ｍだ如たｅｒａｎｄ′７ｚザ粥だ′；ｈａｖｅｉｎｃｏｍｍｏｎａｎａｓｓｕｍｐｔｉｏｎ
ｔｈａｔｃｈａｎｇｅ ｍａｎａｇｅｒｓｒｅ解かｅ〆口的ｅｒ豹α〃方窺わｚｅｃｈａｎｇｅ．Ｔｈｅｒｅあｒｅ，ｔｈｉｓｃｈａｐｔｅｒａｎｄｃｈａｐ－
ｔｅｒｌｏｅｘｐｌｏｒｅｔｈｅ危ｕｒｉｍａｇｅｓｔｈａｔａｓｓｕｍｅｔｈａｔｃｈａｎｇｅ ｍａｎａｇｅｒｓｈａｖｅａｎａｃｔｉｖｅｒｏｌｅｉｎ
ｔｈｅｉｎｉｔｉａｔｉｏｎ，ｓｕｐｐｏｒｔ，ａｎｄｏｕｔｃｏｍｅｓｏｆｏｒｇａｎｉｚａｔｉｏｎａｌｃｈａｎｇｅ，Ｔｈｉｓｃｈａｐｔｅｒｃｏｎｓｉｄｅｒｓｔｈｅ
化）ｕｎｄａｔｉｏｎａｌａｐｐｒｏａｃｈｅｓａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅｍαｃ方ａｎｄＺ′”ｅ′Ｐｒｅｚｅｒｉｍａｇｅｓ；ｃｈａｐｔｅｒｌｏｃｏｎ‐
ｓｉｄｅｒｓｔｈｅ化）ｕｎｄａｔｉｏｎａｌａｐｐｒｏａｃｈｅｓａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅαＺｒｅｃｚｏｒａｎｄ′７α覇ｇα『ｏｒｌｍａｇｅｓ，
Ｕｎｄｅｒｐｉｎｎｅｄｂｙｔｈｅ のｑｃ力ｉｍａｇｅ，ｔｈｅ ｏｒｇａｎｉｚａｔｉｏｎ Ｄｅｖｅｌｏｐｍｅｎｔ（ＯＤ）ａｐｐｒｏａｃｈｉｓ
ｏｎｅ ｗｈｅｒｅｉｔｓａｄｈｅｒｅｎｔｓｐｒｅｓｅｎｔｔｈｅｉｒｄｅｖｅｌｏｐｍｅｎｔａｌｐｒｅｓｃｒｉｐｔｉｏｎｓ貴）ｒａｃｈｉｅｖｉｎｇｃｈａｎｇｅ
ａｓｂｅｉｎｇｂａｓｅｄ，ａｔｌｅａｓｔｔｒａｄｉｔｉｏｎａｌｌｙ，ｕｐｏｎａｃｏｒｅｓｅｔｏｆｖａｌｕｅｓ，ｏｎｅｓｔｈａｔｅｍｐｈａｓｉｚｅｔｈａｔ
ｃｈａｎｇｅｓｈｏｕｌｄｂｅｎｅ賃ｔｎｏｔｊｕｓｔｏｒｇａｎｉｚａｔｉｏｎｓｂｕｔｔｈｅｐｅｏｐｌｅ ｗｈｏｓｔａぜｔｈｅｍ．
ｏＤ ｈａｓＰ１ａｙｅｄａｃｅｎｔｒａｌｒｏｌｅｉｎｔｈｅｏｒｇａｌｌｉｚａｔｉｏｎａｌｃｈａｎｇｅ賃ｅｌｄ食）ｒｏｖｅｒｈａｌｆａｃｅｎｔｕｒｙ．ＩＱ
ｔｈｅ立２０１２ｒｅｖｉｅｗｏｆｏＤ，ＢｕｒｎｅｓａｎｄＣｏｏｋｅ（ｐ，１３９６）ａｒｇｕｅｔｈａｔｉｔ”ｈａｓｂｅｅｎ，ａｎｄａｒｇｕａｂｌｙ，
ｓｔ皿ｉｓ，ｔｈｅ ｍａｊｏｒａｐｐｒｏａｃｈｔｏｏｒｇａｍＺａｔｉｏｎａｌｃｈａｎｇｅａｃｒｏｓｓｔｈｅ Ｗｅｓｔｅｒｎ ｗｏｒｌｄ，ａｎｄｉｎｃｒｅａ浄
ｍｇｌｙｇｌｏｂａｌｌｙ． ”Ｈ［ｏｗｅｖｅｒ，ａｓｔｈｉｓｃｈａｐｔｅｒａｎｄｃｈａｐｔｅｒｌｏ追ｕｓｔｒａｔｅ，ｄｉｆ発ｒｅｎｔｉｌｎａｇｅｓｏｆｃｈａｎｇｅ
ｍａｎａｇｅｍｅｎｔａｒｅａｓｓｏｃｉａｔｅｄ ｗｉｔｈｄ獅ｅｒｅｎｔｉｄｅａｓａｂｏｕｔｗｈａｔｓｏｒｔｏｆａｐｐｒｏａｃｈｅｓ（ａｎｄｔｅｃｈ－
ｎ
ｉｑｕｅｓ）ｓｈｏｕｌｄｂｅｕｓｅｄｔｏｔｒｙｔｏｂｒｉｎｇａｂｏｕｔｃｈａｎｇｅｗｉｔｈｉｎｏｒｇａｎｉｚａｔｉｏｎｓ，ｌｔｉｓｎｏｔｓｕｒｐｒｌｓｍｇ，
ｔｈｅｒｅ］主）ｒｅ，ｔｈａｔｏＤ’ｓｌｏｎｇｈｉｓｔｏｒｙｈａｓｂｅｅｎａｃｃｏｍｐａ１ｄｉｅｄ，丘ｏｍｔ＝ヒｎｅｔｏｔ立ｎｅ，ｂｙｅｘｐｒｅｓｓｉｏｎｓ
ｏｆｃｏｎｃｅｒｎ ａｓｔｏｉｔｓｃｏｎｔｉｎｕ血ｇｒｅｌｅｖａｎｃｅ，ｌｅａｄｉｎｇｓｏｍｅ ｗｒｉｔｅｒｓｔｏｒａｉｓｅｔｈｅ ｑｕｅｓｔｉｏｎｏｆ
ｗｈｅｔｈｅｒＯＤｉｓ“ｉｎｃｒｉｓｉｓ ｂｏｔｈｔｈｅゐ”ｍα／〆‐４ｐｐ／！ｅｄＢ豹αｖ卿口／Ｓｃ′ｅ′ｌｃｅ［４０（４），２００４］ａｎｄ
ｏの 銃口のめ〃ｅｒ｛４６（４），２０１４］ｈｉｗｅｈａｄｓｐｅｃｉａｌｉｓｓｕｅｓ危ｃｕｓｅｄｏｎｔｈｅｑｕｅｓｔｉｏｎｏｆｏＤ’ｓｏｎｇｏ‐
ｉ
ｎｇｒｅｌｅｖａｎｃｅ．Ａ１ｏｎｇ‐ｓｔａｎｄｍｇｃｒｉｔｉｃｉｓｍ ｏｆｏＤｈａｓｂｅｅｎｔｈｅｃｌａ無ｉｔｈａｔｉｔｈａｓｂｅｅｎｓｉｄｅｌｉｎｅｄ
丘ｏｍｔｈｅｃｏｎｃｅｒｎｓｏｆｔｈｅｂｕｓ血ｅｓｓｃｏｍｍｕｎｉｔｙｂｅｃａｕｓｅｏｆｉｔｓｐｒｅｏｃｃｕｐａｔｉｏｎ ｗｉｔｈｈｕｍａｎｉｓｔｉｃ
ｖａｌｕｅｓｒａｔｈｅｒｔｈａｎｗｉｔｈｏｔｈｅｒｉｓｓｕｅｓｓｕｃｈａｓｂｕｓ血ｅｓｓｓｔｒａｔｅ勘′（Ｈｏｒｎｓｔｅｉ誼，２００１；Ｂｅｅｒ，２０１４），
Ａｐｐｒｏａｃｈｅｓｔｏｍａｎａｇゴロｄｇｃｈａｎｇｅｏｔｈｅｒｔｈａｎ ＯＤ ｈａｖｅｅｍｅｒｇｅｄ，Ｆｏｒｅｘａｍｐｌｅ，ｕｎｄｅｒｐ＝ｈじｎｅｄ
ｂｙｔｈｅ粥彫塑形Ｚｅｒｉｍａｇｅ，ｔｈｅｓｅｎｓｅ－ｍａｋｊｂｏｇａｐｐｒｏａｃｈ ｍａｉｎｔａｉロｓｔｈａｔｃｈａｎｇｅｅｍｅｒｇｅｓｏｖｅｒｔ節ｌｅ
ａｎｄｃｏｎｓｉｓｔｓｏｆａｓｅｒｉｅｓｏｆｉｎｔｅｒｐｒｅｔｉｖｅａｃｔｉｖｉｔｉｅｓｔｈａｔｈｅｌｐｔｏｃｒｅａｔｅｉｎｐｅｏｐｌｅｎｅｗ ｍｅａｈｄｂｏｇｓ
ａｂｏｕｔｔｈｅｉｒｏｒｇａｎｉｚａｔｉｏｎｓａｎｄａｂｏｕｔｔｈｅｗａｙｓｉｎｗ超ｃｈｔｈｅｙｃａｎｏｐｅｒａｔｅｄｉｆ発ｒｅｎｔｌｙｉｎｔｈｅ範ｍｒｅ．
頓／ｅ
ｃｏｍｍｅｎｃｅｔｈｉｓ
ｃｈａｐｔｅｒｃｏｎｓｉｄｅｒｉｎｇｔｈｅ
ａｐｐｒｏａｃｈｅｓ ｕｎｄｅｒｐｉｎｎｅｄｂｙｔｈｅ
ｃｏαｃＡ
ｉｍａｇｅａｎｄｔｈｅｎ ｍｏｖｅｏｎｔｏｔｈｅＺ′＃ｅ′ｐｒ&#x
