Becoming to Know: Modifying the Focus of Change Management Theories
Keywords:Becoming to know, Change management theories, Knowledge creation theory
Change management is a widely discussed area in current turbulent environment. There is a bulk of literature available discussing the effective change management techniques in organizations in global arena. There are families of theories in change management literature that focus on constructive mode of change where organizational members by creative destruction challenge the institutionalized learning. New cognition process can be introduced in institutionalized leanings in organizations when organizations set aside the institutional processes and allow feedback system that can tolerate ambiguity and permit movement of cognition process from known to unknown state. This paper uses becoming paradigm lens to see the appropriateness of change management theories in providing feedback, allowing development of cognition process at all levels of organizations and support continual learning process. This paper also discusses loopholes in change management literature and proposes modification in theories to achieve the actual essence of changing i.e. persistent learning.
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