Vision: friend or foe during change?
By: Ford, Jeffrey D.
Contributor(s): Pasmore, William A.
Material type:
ArticlePublisher: 2006Description: p.172-76.Subject(s): Organizational change
In:
Journal of Applied Behavioral ScienceSummary: Vision has been traditionally regarded as an asset to the success of Organizational change. However, based on the results of a case study. Landau, Drori, and Porras propose that vision may also be a hindrance to the change process. The authors disagree. The authors contend that Landau et al. has collapsed the effects of psychological ownership and attachment to organizational identity with vision and as a result has misattributed the source of hindrance. Furthermore, the authors disagree with Landau et al.'s assertion that conflict during change is necessarily dysfunctional and thus a hindrance to change. In fact, the authors contend that such conflict may be functional. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 42, Issue no: 2 | Available | AR70346 |
Vision has been traditionally regarded as an asset to the success of Organizational change. However, based on the results of a case study. Landau, Drori, and Porras propose that vision may also be a hindrance to the change process. The authors disagree. The authors contend that Landau et al. has collapsed the effects of psychological ownership and attachment to organizational identity with vision and as a result has misattributed the source of hindrance. Furthermore, the authors disagree with Landau et al.'s assertion that conflict during change is necessarily dysfunctional and thus a hindrance to change. In fact, the authors contend that such conflict may be functional. - Reproduced.
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